PROJECT-Details_Attach_B_Jim Benge 6-14

Project Details/Professional Experience for Jim Benge – 2014

REPRESENTATIVE PROJECT DETAILS/OVERVIEW OF RESPONSIBILITIES: Had involvement and construction management responsibilities in hundreds of industrial and commercial projects ranging in size from $7,000 to $700,000,000. The following listing details some of these projects with their respective locations plus lists the roles and some of the responsibilities within the project. Project Listing with Location/Description/Scope Details:

• Huxtable Hammond Co., Inc. – Partial Project Listing Muscatine Power & Water-150MW Coal Fired Power Plant @ Muscatine, Iowa

1. Dry Ash Handling System - Project Manager for installation of piping, hanger system, equipment and Guniting of ash hopper for ash conveying and removals. 2. Wet Scrubber System - Project Engineer for installation of piping, hangers/supports, equipment for the scrubber to the 150MW power plant referenced above #1.

Louisa County Power - 650MW Coal Fired Power Plant @ Muscatine, Iowa

1. Low Pressure Piping - Project Engineer/Detailer/Draftsman for shop drawings, isometrics/spool sheets for process and underground utility piping systems, 36" diameter/48" diameter systems.

Iowa Beef Processors @ Joslin, Illinois

1. Plant Expansion - Project Manager for installation of new 15,000 foot conveyor system that tied into existing packaging facility. Project involved equipment layout, installation and trouble-shooting.

Indianapolis Power & Light @ Petersburg Generator Station #4 - Petersburg, Indiana

1. Wet Scrubber System for existing coal fired power plant - Project Manager for installation of flue gas wet scrubber system which involved setting of equipment, piping, instrumentation, pipe hangers/supports and system start-up.


Malmstom AFB@ Great Falls , Montana

1. Air Force Base with existing steam fired boiler heating systems - Project Engineer/Project Scheduler for the retrofitting of the base building heating systems which involved equipment removal/asbestos removals, equipment setting, piping installation and system start-up.

National Starch & Chemical @ North Kansas City, Missouri

1. Plant Expansion: Dry/Pressurized Material Conveyor - Project Manager for the installation of a piping and equipment system used for moving granular/dry starch. Project involved equipment setting, start-up responsibilities and various mechanical tie-ins at the existing, operating starch facility.

Colgate-Palmolive Inc., @ Kansas City. Missouri

1.Plant Expansion - Project Manager for the installation of an experimental process that involved equipment setting, piping, instrumentation, tie-in to existing mechanical facility, start-up and commissioning. The new process was code named: LADD (Liquid Automatic Dishwashing Detergent).

Mobay Chemical Inc., @ Kansas City, Missouri

1. Process Revisions to existing chemical facility - Project Engineer/Draftsmen for installation of piping, instrumentation and start-up of new process. Work was scheduled for tie-in to existing operating facility systems and involved multi-shift/around the clock coverage.

• Plant Services – Partial Project Listing Ralston Purina Pet Food Facility @ Davenport ,Iowa and Clinton, Iowa

1. Plant Expansion - Project Scheduler for plant expansion and new process installations. Coordinated plant tie-ins and overall schedule for the design, construction and commissioning. 2. Experimental Processes - Project Manager for installation of new experimental pet food process which involved equipment setting/ductwork/piping and structural modifications to existing facilities during a plant scheduled outage. Project involved shop fabrications off site and the work was scheduled to cover multiple shifts.


U.S.I.-CHEMPLEX @Clinton, Iowa

1. Steam heating system - Project Manager/Designer for steam heating system at existing building which involved piping, supports and tie-ins to complete the system. 2. Process piping for plant expansion - Piping Detailer/Draftsmen for piping, hanger systems and tie-ins.

Dupont @ Clinton and Fort Madison Iowa

1. Plant Expansion - Project Engineer for demolition/installation for new process piping and equipment setting. 2. New Building - Project Manager/Steel Detailer for installation of new building, utility service piping and process piping/equipment.

Hawkeye Chemical @Clinton, Iowa

1. Process Piping - Project Engineer/Detailer for installation of high pressure stainless piping installation and system tie-ins to existing facility/equipment.

• Alcoa Davenport Works @ Riverdale, Iowa Owner's Engineering Representative, Site Engineering Representative and Civil Construction Engineering Superintendent for the installation of the following Major Projects - see Resume for other details of responsibilities (i.e. the Construction Management responsibilities that would be involved) on these projects that were completed at the existing operating aluminum facility - Davenport Works has the largest aluminum Hot Line rolling mill in the world - product line includes flat rolled aluminum products: ingot/aluminum alloy, sheet aluminum, coiled aluminum and aluminum foil.

1. Building 800C - Aero Space Marketing Headquarters: 15,000 square foot one story office building with insulated glass wall system/single ply membrane roofing system/multi-zone HVAC system. Work scope included all Construction Management for the site work, building foundations, steel superstructure, decking, concrete flatwork, exterior glass wall system, interior partitions, interior doors, interior hardware & finishes, HVAC, mechanical/plumbing, outside utility tie-ins, sprinkler and security systems(and their integration into the existing plant systems).


2. #3 & #4 Casting Complexes – Two (2) individual and new ingot casting facilities installed within an existing and operating ALCOA Ingot Plant Building #810. Work scope involved the Construction Management for the installation/monitoring for the demolition/removals, site work, excavation-drilling/rock blasting for the 85' vertical casting cylinder, utility relocation and installation, embedded conduit, foundation installation, equipment setting, building ductwork/HVAC modifications, steel superstructure modifications/asbestos removals, stack-exhaust installations and associated piping(utilities/hydraulics etc.). 3. Building 904-Extension - Building extension which enclosed an existing courtyard that was surrounded on three (3) of four (4) sides by existing and operating buildings. Work scope included the Construction Management for the installation of the new trusses/structural steel and their respective tie-ins to existing structural steel, relocation of existing underground/overhead utilities, foundation removals, slab/foundation installations, roof decking, built-up roofing, overhead door installations, sheet metal/flashing installations and relocation of plant equipment to be housed within the new structure. 4. Ingot Plant Storage Pad and Scrap Bins - Exterior Concrete slab on grade with heavy structural storage bins embedded in foundation footings. Work scope included the Construction Management for the installation of the new 18"/24" thick reinforced concrete slab on grade, excavation/site work, fabrication and setting of the structural steel bins, tie-in to existing Ingot Plant and relocation/rebuild of existing facilities used by the scrap unloading Plant. 5. 100"Roll Changer Foundations and Scrap Conveyor - New foundations and floor plates/slab for new Hot Line rolling mill. Work scope included the Construction Management for the installation of the new foundations, rock excavation/demolition, and underground /above ground utility relocation and installations, embedded conduits, embedded piping and setting of floor plate covers. Project was completed within an existing building during a series of scheduled Plant shutdowns spanning two (2) years - with much of the actual work being performed "around the clock" on 12-hour shifts-7 days per week. 6. Buildings 810H, 810k and Ingot Plant Office 810D - New buildings and office for the Ingot Plant installed within existing courtyards. Work scope included the Construction Management for the installation of the pre-engineered steel buildings - 810H & 810K, site work and demolition/relocation of existing facilities, foundations, slab on grade(special epoxy toppings for wash down areas etc.), structural steel, bridge crane installations, exterior sandwich siding and flashing, HVAC-exhaust system, rework of existing masonry building for new office -Building 810D - tie-in, new office masonry installation, interior partitions, interior wall/floor finishes, HVAC installations, exterior building structural steel guarding and mechanical/electrical system tie-ins at the existing office.


7. Building 814K- Building addition which enclosed an existing courtyard that was surrounded on three(3) of four(4) sides by existing and operating facilities. Work scope included the Construction Management for the installation of the new trusses/structural steel and their respective tie-ins to existing structural steel, new building steel integrated existing high voltage tower within new trusses which was completed while "live", relocation of existing underground/overhead mechanical utilities, foundation removals, slab/foundation installations - include surface toppings for extended wear(Masterplate/Anvil Top), roof decking, built-up roofing, overhead door installations, sheet metal/flashing installations and relocation of plant equipment and piping installations for new unloading point for Hot Line Oil House liquids. 8. Building 814 Roof Truss Modifications - Steel modifications to existing roof trusses. Work scope included the Construction Management for the installation of the new truss steel weldments and hanger support steel for future 96" diameter exhaust ductwork. This work was performed during an extended Hot Line outage/shutdown over a two(2) week period with the work being performed "around the clock" on 12-hour shifts-7 days per week. Some asbestos removals were also involved with this project so as to accommodate the new weldment installations inside the existing Hot Line building. This project required special staging platforms for the welders safety with proper design allowance for an existing 150 ton operating bridge crane. 9. #3 Cold Mill Roll Changer Foundations - New foundations and floor plates/slab for existing #3 Cold Mill. Work scope included the Construction Management for the installation of the new foundations, rock excavation/demolition, and underground /above ground mechanical utility relocation and installations, embedded conduits, embedded piping and setting of floor plate covers. Project was completed within an existing building between two (2) existing Cold Mills during a three (3) week scheduled Plant shutdown - with the actual work being performed "around the clock" on 12-hour shifts-7 days per week. Work also had to be executed in a way to accommodate the around the clock machining work being performed at the same time and location on the two (2) existing #3 Cold Mill stand housings. 10. Building 854 Roll Shop Extension – Six (6) bay/120 feet by 80 feet wide mill building extension to an existing and operating roll grinding shop. Work scope included the Construction Management for the installation of the new trusses/structural steel columns and their respective tie-ins to the end wall, field erection of components to build new overhead truss from existing gable end wall structural steel, relocation of existing underground/overhead utilities, foundation removals, slab/foundation installations, wood block/asphalt brick floor installations, roof decking, built-up roofing, overhead door installations, sheet metal/flashing installations, pre-insulated/painted


sandwich siding, crane hot rail, crane rail and realignment of existing crane rail and relocation of plant equipment to be housed within the new structure. 11. Building 810 Roof Steel Modifications - install additional steel at existing top/bottom chord truss for support of the new exhaust fans being installed in the Ingot Plant. Work scope included the Construction Management for the installation of the new truss steel weldments, structural steel curbs/roof tie-ins/curbs, hanger support steel and heat resistant epoxy paint system on the steel for the future rectangular shaped - 5 foot x 8 foot or 4 foot x 6 foot exhaust fan units. This work was performed during normal Ingot Plant operations. Asbestos removals in the existing roofing insulation and existing paint systems were involved at each location where new weldment installations took place inside the existing Ingot Plant Building. This project required special staging platforms and rigging considerations for safety of both the welders and asbestos removal crews so as to allow proper design allowance for continued operation of the three (3) existing 125 ton bridge crane which were transporting ingots at the ingot casting facilities. 12. Building 814R East End Control House - install new two(2) story masonry building inside existing Hot Line Building 814 for new process controllers and computerization of the new Hot Line Rolling Mill. Work scope included the Construction Management for the installation of the new building masonry walls, dowelling reinforcing of walls into existing slab on grade, structural steel interior frame-stairs, roof decking, insulation/single ply roofing system, building wall grouting, interior/exterior doors, interior finishes, raised computer floor system at both levels, interior and exterior painting systems. 13. 100" Hot Line Fume Exhaust Foundations - install new foundations and containment slab on grade for fume exhaust equipment located inside an interior courtyard surrounded by existing structures and operating facilities on all four (4) sides. Work scope included the Construction Management for the installation of the foundations, site work/existing foundation demolition/removals, slab on grade, epoxy preparation/paint of concrete containment structure, grout bases of 85 foot tall fume stacks and utility piping systems both above and below grade. 14. 100" Hot Line Hydraulic Foundations - install new foundation for location of hydraulic pumps, motors, controllers and instrumentation. Project was completed inside an existing building next to the operating Hot Line facility. Work scope included the Construction Management for the installation of the foundations, site work/existing slab on grade demolition/removals, excavation, slab on grade, grating installation, hand railing, embedded conduit/piping systems and temporary enclosures to prevent construction interference with the aluminum production just 15 feet away.


15. 100" Hot Line Pulpit Installations - install new operators’ pulpit/enclosure for the new Hot Line facility. Project was completed inside an existing building next to the existing Hot Line facility. Work scope included the Construction Management for the installation of the pulpit, removal of the existing pulpit, transporting-rigging-elevating-sliding into place the new pulpit assembly, mounting exterior walls-doors-finishes, hand railing, platforms and structural modifications to tie-in the new pulpit to the existing structural steel. Note that the new pulpit came delivered to the site pre-wired/tested with sensitive computer monitoring gear and new operators’ consoles. Project was completed during a three (3) week scheduled Hot Line Plant shutdown - with the actual work being performed "around the clock" on 12-hour shifts-7 days per week. Work also had to be executed in a way to accommodate the production operators /supply vendors fixed schedule to get the new consoles up and running with the existing Hot Line machinery still in place. 16. Building 814P - installed new maintenance building for Hot Line Department. Project was completed in courtyard surrounded on four (4) sides by existing mill buildings and 13.8KV overhead power lines. Work scope included the Construction Management for the installation of the building superstructure/sandwich siding, site work, demolition and excavation of existing slab on grade, tie-in new perimeter slab on grade, inside structural steel, elevated platform concrete decks, assembly of modular offices, overhead doors, reroute of underground utilities and installation of utility piping systems. 17. 100"Hot Line Staging Foundations and Piling - temporary footings and H -pilings installed for the purpose of staging, pre-fabrication and assembly of the five (5) new 100" mill housing which would weigh approximately 325 tons each. Work scope included the Construction Management for the installation of the vertical H-piling, excavation and rock removal, foundation installations, and slab tie-in to the perimeter area. Project was completed during a two (2) week scheduled Hot Line shutdown - with the actual work being performed "around the clock" on 12-hour shifts-7 days per week. 18. Buildings 814 & 814K Main Aisle Way Revisions - removal of existing structural steel to help plant traffic flow through existing buildings and around the main construction area for the replacement of the 100" Hot Line facility. Work scope included the Construction Management for the installation of the new crane girder, removal of existing building/crane columns, tie-in new structural steel to the existing top/bottom chords of the building trusses, remove existing crane girders, relocate plant overhead utilities, install sheet metal and windows for adjoining roll shop building and finish paint new structural steel. Project was completed during a two (2) week scheduled Hot Line Plant shutdown - with the actual work being performed "around the clock" on 12-hour shifts-7 days per week.


19. Buildings 814K & 810A Main Aisle Way Revisions - removal of existing structural steel to help plant traffic flow through existing buildings and around the main construction area for the replacement of the 100" Hot Line facility. Work scope included the Construction Management for the installation of the carrying truss which was built in the field, removal of existing building columns, tie-in new structural steel to the existing building end wall steel, remove existing wall sheeting/girts/guarding posts, relocate plant overhead roof drains and utilities, install new sheet metal/windows/flashing for adjoining Hot Line oil house building 855 and finish paint all new structural steel. Project was completed during a two (2) week time frame with on going plant traffic activity. 20. Hot Line Office Revisions - removal of existing office and completed the installations of a new Hot Line Office in the same location while keeping production operating. Work scope included the Construction Management for the installation of the new slab on grade, interior finishes, relocation of existing utilities, installation of the new utilities, new plumbing, electrical, new HVAC/temperature control, wall finishes, floor finishes, and ceiling installation, tie-in the new office area to the existing adjoining office facilities. This project was completed with limited access off of the main aisle of the plant. 21. Building 816 Demolition & Traffic Aisle Way Modifications - removal of plant maintenance facilities and install modifications for permanent rerouting of the plant traffic around the construction zone of the new #1 Cold Mill facility. Work scope included the Construction Management for the installation of the new slab on grade, demolition of existing slab/foundations, guard railing for the traffic aisle, wood block flooring, tie-in new slab on grade with the existing slab, relocation of mill maintenance oil unloading facility, removal of plant toilet facilities, relocation of underground/above grade utilities, new building column guarding and removals of existing plant production jib cranes/bridge cranes. 22. Building 816 Crane Girder Upgrade for 150 Ton Bridge Crane - installation of structural steel and weldments at the existing crane girders to upgrade the structural steel for future bridge crane installations (upgrade of capacity from 75 tons to 150 tons). Welding of the girders spanned over both sides of each crane girder top - steel flange which were located inside an existing and operating building. The upgrade took place at ten (10) bays or 200 feet of the building. Work scope included the Construction Management for the removal of existing facilities for these installations, relocation of the existing crane access platforms, welding of the steel pieces, NDT of the welds, tag-out of the crane "hot rail ". Project was completed over multiple shifts-six(6) 12-hour shifts per week to accommodate production and maintenance forces that were using the same crane bays for service to the existing Cold Mills on each side of the work.


23. #1 Cold Mill Excavations and Foundations - installation of the new Cold Mill foundations. These foundations were installed within an existing building and between two (2) existing Cold Mills - the excavations totaled to about 8000 cubic yards while the foundations themselves totaled to about 6000 to 7000 cubic yards over a 240 foot by 200 foot area. The project included careful planning and execution to provide protection to the surrounding facilities and work toward minimizing the affect on surrounding production traffic and operations of the running cold mills. This would require the erection of a ceiling to roof temporary enclosure so as to trap as much of the dust generated as possible since any dust that landed on the production metal could cause severe damage. Work scope included the Construction Management for the installation of the enclosure, excavation and demolition of existing foundations, dewatering of the groundwater, relocation/replacement of building columns/crane girders for the new foundations, establishment of the new mill centerline/control, installation of the mill foundations, replacement/relocation of existing underground and overhead utilities, tie-in of new foundations and slab on grade to existing slab on grade, installation of floor block and structural steel for new adjoining oil house structure, equipment staging and setting, overhead piping systems and their respective tie-ins to existing systems. This project had a 2 year duration that at times would include multiple shift work for specific activities of the project. 24. #1Cold Mill Oil House Erection - installation of 80 foot by 60 foot building/enclosure for handling the new coolants utilized by the new #1 Cold Mill. Work scope included the Construction Management for the installation of the foundations, excavation and demolition of existing foundations, erection of structural steel and siding, setting of new tanks/equipment/piping, relocation of existing underground utilities and tie-in to existing utility systems/structures. This structure was erected in a courtyard surrounded on three sides and also constrained by overhead high power lines - 13.8KV which would require that the project be completed during plant "outages" when the power lines could be "tagged out" for safety of working personnel. 25. #1 Cold Mill Pneumatic Valve Stand - installation of skid mounted piping system to be located at the basement level of the #1 Cold Mill. Work scope included the Construction Management for the installation of the structural steel skid, tanks, pumps, piping, instrumentation, hydrostatic test of the system, flushing/cleaning of the skid mounted unit, purchase of all materials, write and administer the subcontracts, operational checkout and tune-up functions. Work was performed on site at the basement elevation of the new #1 Cold Mill and this system was later integrated into the operations of the new Cold Mill mechanicals.


26. #1 Cold Mill Coolant Edge System - installation of plate/panel mounted piping system to be located at the basement level of the #1 Cold Mill. Work scope included the Construction Management for the installation of the structural steel panels, pumps, piping, instrumentation, flushing/cleaning of the panel mounted unit, purchase of all materials, operational checkout and tune-up functions. Work was performed on site at the basement elevation of the new #1 Cold Mill and this system was later integrated into the operations of the Cold Mill mechanicals. 27. #1 Cold Mill Central Motor Heat Exchanger System - installation of skid mounted piping system to be located at the basement level of the #1 Cold Mill. Work scope included the Construction Management for the installation of the structural steel skid, tanks, pumps, piping, instrumentation, hydrostatic test of the system, flushing/cleaning of the skid mounted unit, purchase of all materials, write all subcontracts, operational checkout and tune-up functions. Work was performed on site at the basement elevation of the new #1 Cold Mill and this system was later integrated into the operations of the Cold Mill mechanicals. Note that this system and the previous two (#25 &#26) were completed at the same area but with different mechanical contracts. 28. #1 Cold Mill Process Monitoring Facility Demolition/Foundations - installation of the new cold mill foundation. These foundations were installed within an existing building and joining #1 Cold Mill - the excavations totaled to about 800 cubic yards while the foundations themselves totaled to about 600 to 700 cubic yards. The project included careful execution to provide protection to the surrounding facilities and work toward minimizing the affect on surrounding production traffic and operations of the running cold mills as well as the on going construction activities at the new #1 Cold Mill. Work scope included the Construction Management for the excavation and demolition of existing foundations, installation of the mill foundations, tie-in of new foundations and slab on grade to existing slab on grade, installation of floor block. 29. #1 Cold Mill Process Monitoring Facility Equipment/Hydraulic Piping - installation of the equipment and hydraulic systems for the new cold mill facility. Work scope included the Construction Management for the installation of the equipment, hydraulic valve stands, hydraulic piping systems/support, utility piping systems, tie-in of new systems to the running systems of the #1 Cold Mill, testing and flushing of the hydraulic systems and tune up/operational check out of new piping and equipment. 30. Building 816T Oil House Project - installation of a new above ground pumping station and tank storage building for the plant cold mill(s). Work scope included the Construction Management for the relocations of existing underground utilities, excavation and rock/foundation demolition. building


foundation installations, structural steel/siding installations, setting equipment and storage tanks, building services(water, millwater, steam, condensate), piping systems and interconnecting systems for the storage tanks/unloading station, installation of piping bridge and piping inside the bridge, hydrostatic test/flush of systems, installation of containment coatings and slab on grade, installation of outside perimeter guard railing. 31. #7 Cold Mill Down Ender Pit - installation of slab on grade and specialty floor topping. Work scope included the Construction Management for the removal of the existing coil down ender assembly, demolition of existing foundation, tie-in and installation of new foundations, removal of existing piping utilities, relocation and reroute of existing utilities. 32. Building 836/837 Extension - installation of a ten (10) bay/200 feet by 180 feet wide Mill Building extension to an existing and operating preheat furnace building. Work scope included the Construction Management for the installation of the new trusses/structural steel columns and their respective tie-ins to the end wall, field erection of components to build new overhead truss from existing gable end wall structural steel, relocation of existing underground/overhead utilities, foundation removals, slab/foundation installations, fire brick/floor installations, roof decking, built-up roofing, overhead door installations, sheet metal/flashing installations, aluminum sandwich siding, crane hot rail, crane rail and realignment of existing crane rail, installation of the new overhead utilities, bridge crane rail field welding, installation of roof ventilators and relocation of plant equipment to be housed within the new structure. The work scope would also include the installations of two (2) new furnace base foundations that would be placed inside the new building 837 during the erection of the inside building slab on grade. Project scope of work was divided by both outside forces and internal plant construction forces which required special considerations for timing activities and access. 33. #25 & #26 Pre-heat Furnaces - installation of two (2) preheat furnaces and associated ingot transporting cars. Furnaces were next to each other and erected inside an existing mill building. Each furnace had a nominal dimension of 70 feet long by 25 wide and 30 feet tall with zonal control heating capabilities and controlled for preheating the ingot(15 - 20 tons each) before being placed into the Hot Line rolling press (furnace temperatures ranged from 450 degrees F. to 900 degrees F). Work scope would include the Construction Management to install/erect the furnace shell, insulate the walls/roof/floor, place refractory at the floor, install the floor rails/stops, mount the wall/roof diffusers and baffle plate assemblies, install/set roof mounted blowers and ductwork, install all utility piping systems for natural gas supply/water cooling piping for door header assemblies, exhaust blowers/ductwork, intake duct work, motorized door assemblies, burner assemblies, access platforms and stairs, finish paint on furnace


exterior/structural steel and final operational tune-up/check out of the furnace. Project was completed next to operating furnaces which meant special considerations during erection/rigging of furnace shell/ductwork had to be determined so as minimize any conflict with production forces. 34. #11 & #12 Roll Grinder Foundations/Inertia Block - installation of two(2) foundations for new roll grinder equipment. Project was completed next to existing and operating roll grinder units. This foundation - inertia block utilized 120 ton reinforced concrete block - spring isolated for mounting the new roll grinder equipment. The roll grinder(s) required isolation since they are sensitive to outside vibrations which would disturb their precision grinding of the chrome rolls (rolls were used for coiling/gauging aluminum coils/foil/sheet products through out the plant). Work scope would include the Construction Management to install the foundations, remove existing utilities, install new service piping (both overhead and underground), place/cure the concrete inertia blocks, set rubber spring isolators, install and tie-in slab on grade and install wood block flooring. 35. Wetlands Enhancement Project - reclaim Mississippi riverfront area and make modifications for new wildlife/natural habitat as approved by the Department of Natural Resources. Work scope would include the Construction Management to install the earth fill and wood duck houses, remove existing dike/fill for new grade establishment, and remove existing timber so as to establish water entrance to new wetlands area, finish grade and seed area. 36. East Power Receiving Station Foundations & Structural Steel - install new steel support systems and foundations for 13.8 KV electrical service into the plant east end. This system would extend from existing building roof tops for about 1750 feet and tie into existing plant substations located inside the plant Plate Mill and Hot Line. The majority of the work would take place on the roof tops from 60 to 75 feet above the ground. Work scope would include the Construction Management to install the structural steel tower, steel framing support tie-in to existing substation(s), tower support foundations, east receiving vault/embedded conduit banks, support truss system with roof penetrations, modifications to existing roof structure and installation of access platforms and stairs along the new structures at the various roof elevations. 37. West Receiving Station Foundations - install new foundations and concrete embedded conduit banks for 13.8 KV electrical service from existing substation at the plant west end. This system would extend from existing substation for about 250 feet and tie-in to a new concrete electrical vault and to the existing plant substations located next to the plant Cold Mill. Work scope would include the Construction Management to install the embedded conduit banks to tie-in to the existing substation(s), west receiving vault and installation of access platforms and stairs at the new concrete structure.


38. #9 DC Vertical Heat Treat - install epoxy painting/coating system and repair existing concrete structures at operating vertical heat treat furnace facility. This project required a multiple shift schedule with work being performed 24 hours per day over a two (2) week shutdown period when the furnace was scheduled down. Work scope would include the Construction Management to dismantle the furnace sluice gates and car assemblies, sandblast all existing concrete surfaces, metal surfaces, epoxy paint the concrete, repair and patch existing concrete where cracks and erosion, reinstall all components and clean up all the furnace area as required for production startup. Project would require erection of a temporary enclosure to protect surrounding areas from sand/blasting operations which could damage metal finishing systems that were in operation during this work. 39. Underground Storage Tank Removals - removal and remediation of area surrounding three (3) individual underground tank farms. The tank farms were located outside at the Cold Mill/Foil Mill/.Receiving areas. Tank sizes ranged from 10, 000 gallon to 25,000 gallon and were mounted on reinforced concrete foundation saddles. Work scope would include the Construction Management to excavate/monitor soils-air space-ground water, clean/decontaminate each tank, remove tanks from foundation, cut/dispose of each tank, flush/remove underground piping to the tank farm, remove the concrete foundation saddles, backfill the void from the tanks/foundation, stage/classify/sample the soils excavated(sampling plan was instituted for handling/documenting soils), dispose of soils/ground water, place recovery and monitoring wells for later tracking of the possible free waste product left from the badly corroded underground storage tanks. Project took careful planning and exact execution for safety of the removal forces and for the safety of the nearby operations - some of the tanks had been buried for over forty (40) years and would have other newer facilities placed over them (13.8KV power lines) or directly next to cooling tower foundation and piping system which meant the removal would be slow and complicated. 40. Building 816 Floor Slab Replacements - installation of new 18" thick concrete slab on grade with floor topping. This project was completed during a plant system shut down in which the work was accomplished over 12 hour shifts working 7 days per week. Floor area was approximately 65 feet wide by 225 feet long. Work scope would include the Construction Management to demolish the existing 8" to 12" floor slab, excavate the unsuitable subgrade, backfill as required for the 2' foot new slab, place the new slab/topping, cure the concrete and tie-in new wood block flooring at the perimeter areas. Dust walls and tight monitoring of the site was necessary since operating production areas were close to the project. The completion of the project at certain areas was critical since other construction activities were scheduled to take place during this same plant shutdown.


41. Building 701C Tank Farm for Foil Mill - installation of three (3) new above ground tanks/tank containment/pumping equipment and piping for the Foil Mill. This project had to be completed and operational before any removals of the underground tanks previously mentioned in #39 could take place. The project took place inside an existing Foil Mill building and utilized Alcoa plant maintenance forces. Work scope would include the Construction Management to remove and relocate existing maintenance storage items, demolition of the existing slab on grade, preparation and installation of the containment dike structure, setting the three (3) 20,000 gallon steel tanks, insulate/jacket the tanks, installation of the pumping units/piping, tie-in new piping to existing unloading systems, install outside unloading pad, set cross over platforms and catwalks, install secondary containment coating at the concrete dike, check out of operations and perform tune up work for the tanks. 42. VFX-Furnace Foundations/Removals - installation of furnace foundations for new continuous aluminum coil heating process. The project was completed within an existing production building and adjacent to an existing production line. Work scope would include the Construction Management to remove and relocate existing underground utilities, monitor during excavation for contaminated soils/ground water, excavation of soils, rock excavation, foundation installations, backfill/compaction, installation and tie-in of slab on grade, installation of wood block flooring and removing soils/water offsite for proper disposal. Project was completed when adjacent production facility was scheduled down - the size of the project plus the time constraints would dictate that multiple shifts (12 hours per day and 7 days per week) be used. 43. Building 902 Cooling Tower and Roofing Replacements - installation and assembly of cooling tower for Plate Mill heat treat furnaces. Work scope would include the Construction Management to remove the existing cooling tower/roofing, rework existing catwalks/stairways, installation of cooling tower, modify existing piping systems and re-pipe to new cooling tower, installation of insulation on piping systems, instrumentation, strip off roof and install new built up roofing system, check out operation and perform tune up operations. Project was completed during two (2) week outage of the Plate Mill - work was scheduled over multiple shifts(12 hour days and 7 days per week). 44. Perchlorethylene Containment Dike and Secondary Containment - installation of epoxy/vinyl ester lining system over existing concrete containment slab/dike surrounding existing 10,000 gallon perchlorethylene tank units. Work scope would include the Construction Management to prepare the existing concrete surfaces (concrete was 1-2 years old and located outside), prepare the perimeter dike wall inside surfaces, apply the lining compound and provide top coat of aggregate to give proper texture/slip resistance, honor existing construction joints and seal for liquid tightness.


45. Iowa City Can Facility Modifications - rework of new facility that was partially owned by ALCOA and was being "moth balled" /closed. The site was in Iowa City, Iowa (about 1 hour away from Davenport Works) and consisted of a new 120,000 square foot aluminum can plant that was designed for the future food can markets. Work scope included removing/shipping out all equipment, salvage existing HVAC/chiller units, remove all piping/equipment/tanks, remove embedded metals/grating at trenches and cap off existing underground utility-waste water system(s), backfill/compact concrete pits after equipment was removed, install new floor slab on grade, patch floor areas, remove embedded conduit stub ups and anchor bolts, install new multi-use truck docking area, rework hand railing, install new stairways and access ladders, install new lift-up hatchway at the roof. 46. Building 816N 6" Potable Water Piping - installation of underground 6" potable water feed to the west end of the plant. This project included routing the new piping under existing railroad tracks/roadways and thru existing water outfalls. Environmental considerations were reviewed and planned for handling of contaminated groundwater and possible contaminated soils. Work scope would include the Construction Management to install the concrete metering station, tie-in to the city's underground service(hot tap used for this type of connection), excavation, tunneling and install pipe casings under existing roadways/rail road tracks, installation of the piping, thrust blocks, hydrostatic test on the piping system, tie-in piping at the existing plant service, install piping cathodic protection, backfill/compact over the piping, fine grade and seed/sod areas affected by the installations, sampling/monitoring of the ground water/soils/air space, disposal of the contaminated soils and ground water. 47. #1 Litho Line/Building 817 Guardrails - installation of structural steel guardrail system for the new #1 Litho Line areas. Work scope would include the Construction Management to relocate existing utilities, remove all equipment that was to be scrapped, saw cut and remove existing floor slabs, remove existing foundations, set structural guarding assemblies, place concrete at the guarding, install new wood block flooring and tie into existing floor areas. Project was completed inside existing Mill Buildings next to operating-production areas. 48. Building 820A/Waste Water Treatment Systems - installation of a 80 feet by 50 feet and 35 feet tall steel building next to an existing mill building for the filtering and recycling of the coolant/cleaning solution at the new #1 Litho Line. Work scope would include the Construction Management to relocate existing utilities, excavation, rock/foundation demolition, building foundation installations, structural steel/siding installations, setting equipment and storage tanks, building services(water, millwater, steam, condensate), above and below grade piping systems and interconnecting systems for the


storage tanks/unloading station, installation of the underground/embedded conduit banks, floor slab/curbs/concrete pits, installation of containment coatings, installation of over head doors, interior catwalks/stairs/access platforms, tie-in of the slab on grade to the existing floor slabs. 49. Building 821B-Chemical Laboratory Facility - installation of three level chemical laboratory facility and office. Project was completed within an existing building and tied into the existing mill on two (2) walls - overall dimension was 65 feet by 65 feet and 3 levels tall. This facility was designed to replace an existing lab and provide better working environment (HVAC etc.) control for metal testing/analysis. Work scope would include the Construction Management to remove the existing facilities/floor slab/toilet rooms/storage, remove existing bridge crane girders and relocate crane stops, remove underground and over head utilities piping, excavate for both the building footings and the underground dual-wall waste system piping, install concrete industrial waste vault with 60 mil liner, install underground mechanical services, place new floor slab on grade, install and tie-in new wood block flooring, erect structural steel and mag. drill holes for steel tie-ins at existing building columns and beams, set steel deck and place elevated concrete decks, install masonry walls and insulate, mechanical and electrical wall rough-ins, steel metal wall stud framing/drywall/finishing, epoxy coatings/lining at the floor slab, set suspended ceiling, HVAC system(rough-ins/60 ton chiller units/ductwork/diffusers/balancing/instrumentation-controls-monitoring station etc.), lab furniture and cabinets, interior wall and floor finishes, mechanical lab piping systems, waste handling systems, exhaust scrubber systems, sprinkler piping systems, lab hoods and associated 316l-stainless exhausting ductwork, interior doors and all other finishes to complete the lab and office. 50. 100" Hot Line Exit Temperature Project - removal of existing equipment at the exit/operator's side of the 100" Hot Line for the new installations of automated temperature sensing devices. Project would also involve revisions to existing exit equipment for the Hot Line Exit temperatures for production analysis/SPC experiments at this segment of the aluminum rolling mill. Work scope would include the Construction Management to remove the existing facilities/hydraulics/conduits/instrumentation, remove upender assemblies, set/grout new exit temperature mounting plate assemblies, install new production platforms, revise/reinstall maintenance platforms, flush/test hydraulics, install new coil car exit assembly. 51. Building 855B Oil House Additions - installation of additional waste handling tanks and equipment for treatment of waste coolant retrieval systems. Work scope would include the Construction Management to remove the existing facilities/underground utilities/structural slab and foundations, perform soil borings for environmental investigations and analysis, excavate and install new underground utilities, install new building foundations and slab


on grade, install containment dike walls, tanks/pumps/piping/instrumentation, tie-in piping systems to existing systems, install structural steel/decking/masonry/built-up roofing/flashings and containment linings and coatings. Project was located at interior courtyard and next to the operating oil house - temporary walls and enclosures to minimize any construction interferences were installed and maintained throughout the duration of the work. 52. Building 800B-Engineering Office Additions - installation of new three level engineering/accounting/administration facilities. Project was completed next to and tied into an existing office complex on two(2) sides and at two(2) of the three levels - overall dimension was 165 feet by 85 feet and 3 levels tall. This facility was designed to replace the current aging office space and to provide a better working environment (HVAC) for the plant engineering departments. Work scope would include the Construction Management to remove the existing green-space/parking areas, remove underground and over head utilities, excavate for the building footings and the underground waste piping, install concrete sanitary waste vault, install underground mechanical/electrical services, place new floor slab on grade, install and tie-in new parking/sidewalks, erect structural steel and set pre-cast concrete deck planks and place concrete toppings, erect the exterior insulated glass wall systems and the aluminum section curtain walls, insulate all exterior walls, mechanical and electrical wall rough-ins, steel metal wall stud framing/drywall/finishing, set both suspended and metal linear ceiling systems, install the HVAC system(rough-ins/150 ton chiller unit/ductwork/diffusers/balancing/instrumentation-controls-monitoring station etc.), lab furniture, interior wall and floor finishes, sanitary systems/plumbing systems, roof drains, sprinkler piping systems, built-up roofing, interior doors and all other finishes to complete the office. 53. East End Construction Relocations - relocation of the onsite offices of the "outside" contractors to a new location and return the existing area back to a natural grass area. This project would include all site improvements, drainage, electrical service tie-ins, phone service relocation, and dirt work-hydro-seeding to complete the 15 to 20 contractor relocations. 54. K-Substation Fencing/Perimeter Protection - retro-fit existing 13.8KV substation with perimeter fencing/fall protection. Project was completed while the substation was left in operation or energized. Work scope would include design/design review and providing the Construction Management for the installation of the retaining wall, perimeter fence, hand railing, excavation/rock backfill to complete the perimeter protection at the substation. 55. #1 Litho Line Environmental Impact - coordinate and supervise sampling plan and soils/groundwater investigations for #1 Litho Line foundation installations. Work scope would include the Construction


Management to core drill/break thru the existing floor slab, monitor the drilling activities and review the personnel protection of the contractor(s) completing this work, review results from borings with engineering/design so as to complete an excavation plan to minimize costs that might result from disposal and handling the existing contaminated soils and ground water. 56.#1 Litho Line Piling/Excavation/Foundations - installation of the new aluminum-lithographic sheet cleaning mill foundations. These foundations were installed within an existing building and between a finishing area and continuous finishing/packaging facility - the excavations totaled over 7000 cubic yards while the foundations themselves totaled to about 4000. to 5000 cubic yards over a 400 foot by 200 foot area. The project included careful planning and execution to provide protection to the surrounding facilities and work toward minimizing the affect on surrounding production traffic and operations of the finishing mills. This would require the erection of a ceiling to roof temporary enclosure at two (2) sides of the jobsite so as to trap as much of the dust generated as possible since any dust that landed on the production metal could cause severe damage. Work scope included the Construction Management for the installation of the enclosure, excavation and demolition of existing foundations, dewatering of the groundwater, filtering and disposal of the 130,000 gallons of accumulated groundwater, handling and disposing of contaminated soils, establishment of mill centerline/control, installation of the mill foundations, replacement/relocation of existing underground and overhead utilities, tie-in of new foundations and slab on grade to existing slab on grade, installation of floor block. This project had a five (5) month duration - the majority of the installations would take place during normal 8 hour/5 day per week shifts with spot overtime being used to complete certain activity milestones. 57. Industrial Waste Fuel Oil Storage Tank and Pipe Rack Installations - installation of two(2) 400,000 gallon above grade steel storage tanks for handling waste oils to be used at the Ingot Plant furnaces. Work scope included the Construction Management for the installation of the new 1300 foot pipe rack/foundations/piping/containment systems from the new tanks to the Ingot Plant, the removal/demolition of the end wall/containment structure for the tie-in of the new foundations, excavation, monitor soils/air space/ground water, disposal of the contaminated soils/groundwater, expose the existing liner and tie-into with the new under foundation liner materials, backfill and compact, install tank ring wall foundations, place new containment slab on grade and concrete dike, erect the two(2) 400,000 gallon tanks and finish paint, erect tank access stairs and platforms, install new fuel oil piping, steam tracing, condensate piping, tie-in to existing mechanical systems, set piping units and steam heat exchanger, insulate piping systems, perform hydro-test/flush of fuel oil system, erect cross over platforms at the new piping/containment area.


• Seither & Cherry – Partial Project Listing

Muscatine Power & Water – Unit #9 1. Soot Blower Support Steel - Project manager for the detailing, fabrication and erection of two(2) structural platforms 115' above grade inside the existing coal fired 150 MW Unit #9 Power Plant for placement of six(6) additional soot blowers. Responsible for all project management duties on this project which would include initial job planning/scheduling from estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, purchase and selection/coordination of equipment for erection of the steel, daily project site audits/review for performance/safety/schedule, negotiate on additional work, write and coordinate all subcontract work. 2. Sluice Gate Repairs - Project manager for the repair and installation of a structural steel guard for an existing sluice gate mounted at the discharge tunnel structure of the Muscatine Power & Water 66" diameter/concrete discharge piping that ties into the Mississippi River. Work scope would include installing a piping plug for the 66" diameter discharge piping and suitable for the 19 foot of head pressure at the pipe by the river that is directly connected, dewater the 37' deep discharge structure with connecting seal well and the 150' of 66" diameter pipe, repair the existing sluice gate, mount the new guard arrangement over the repaired sluice gate, refill the discharge pit, remove the 66" pipe plug and return all associated discharge piping/discharge structure/seal well structure to service. Work was closely coordinated with the owner during a scheduled outage of the plant. Responsibilities included all project management duties on this project which would involve the initial job planning/scheduling with the owner, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, purchase and selection/coordination of equipment for erection of the guard and pipe plug, daily project site audits/review for performance/safety/schedule, negotiate on additional work, write and coordinate all subcontract work. Ralston Purina Co. 1. Dust Collection System - Project Manager/Designer for a new 8"/3" diameter duct system on an existing pet food dust collection conveyor network with a 1400 CFM fan. Responsibilities included providing new layout of system and tie-ins to the conveyors. Design work included providing air balance of the system after the redesign and indicating any changes (decreases) in the air flow/frictional losses of the individual drops as well as the air balance for the entire duct system from the fan to the conveyors. New arrangement provided better air/product flow from the fan to the conveyors and cost less to install around the existing equipment.


Amoco Oil - Asphalt Terminal 1. Hot Oil Building - Project Manager for the installation of the foundations and building for enclosing the new steam fired oil heater unit for Amoco Oil. Work scope include all layout/excavation, foundation, slab on grade, grout of equipment/steel column bases, purchase and erection of building/siding/roof curb/flashing, overhead door, tank support platform, exterior drive and walk installations and all other items for installing the hot oil building. Responsibilities included all project management duties on this project which would involve the initial job planning/scheduling with the owner, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, purchase and selection/coordination of equipment for erection of the guard and pipe plug, daily project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work.

• Russell Construction Co. – Partial Project Listing Heather Glen Crossing 1. Design – Build New Commercial Development - Project Manager for the 12,000 SF installation of the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project was a wood frame/wood truss with exterior brick veneer and siding - one story seven (7) tenant development on a new/green field site. Project work scope included all layout/excavation, foundation, slab on grade, buyout/purchase and erection of complete wood framing/truss package, building/siding/roof, exterior drives-paving and private-public walk installations and all other items for installing the new multi-tenant building. Responsibilities included all project management duties on this project which would involve all items required the initial job planning/scheduling with the owner, coordination with all utilities (gas/water/electric/telephone/sanitary) estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. Country Mart, Inc. 2. Interior Build-out for New Retail Facility - Project Manager for the 3,000 SF installation of the new retail location that included a convenience store and gas station from bidding/estimate stage through construction completion/warranty check/final closeouts.


Project work scope included all interior layout/demolition/excavation, slab on grade, buy-out/purchase of interior casework and specialty moldings for the interior fit out. Responsibilities included all project management duties on this project which would involve the initial planning/scheduling with the both the tenant and building owner, coordination with all new electrical and mechanical utilities (gas/water/electric/telephone/sanitary) estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule and coordination of all subcontract work. Note that this project was located at the west end tenant location of the Heather Glen Crossing facility. Brueggers Bagel Bakery Inc. 3. Interior Build-out for New Restaurant Location - Project Manager for the 2,750 SF installation of the new restaurant location that included both a dine-in/eating area and bakery/kitchen area from bidding/estimate review stage through construction completion/warranty check/final closeouts. Project work scope included all interior layout/demolition/excavation, slab on grade, buy-out/purchase of interior casework and specialty moldings for the interior fit out. Responsibilities included all project management duties on this project which would involve the initial planning/scheduling with the both the tenant and building owner, coordination with all new electrical and mechanical utilities (gas/water/electric/telephone/sanitary) estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule and coordination of all subcontract work. Note that this project was located at the east end tenant location of the Heather Glen Crossing facility. HOMEDCO 4. Design – Build New Commercial/Office Development - Project Manager for the 11,250 SF installation of the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project was a pre-engineered steel frame with exterior concrete block veneer and steel siding/standing seam roof - one story two (2) tenant development on a new/green field site. Project work scope included all site-work, layout/excavation, foundation, slab on grade, buyout/purchase and erection of the complete pre-engineered building, building/siding/roof, exterior drives-paving and private walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior oxygen pad/underground supply tubing for the facility. Responsibilities included all project management duties on this project which would involve all items required from the initial job


planning/scheduling with the owner, coordination with all utilities (gas/water/electric/telephone/sanitary), coordination and review of city/area covenants and/or restrictions, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. Lincoln Electric 5. Design – Build New Commercial/Office Development - Project Manager for the 4,500 SF installation of the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project was an interior fit-out for the west tenant location in the HOMEDCO building or was located with-in the pre-engineered steel frame with exterior concrete block veneer and steel siding/standing seam roof. This project phase also required small storage/welding room addition that was built of conventional steel stud frame and metal panel roof. Additional truck loading dock facility was also added to the new area. Project work scope included layout/excavation, foundation, slab on grade, buyout/purchase and erection of the additional building, building/siding/roof, exterior drives-paving and dock/leveler installations and all other items for installing the new building and complete the interior work for the office area and welding shop/welding training area. Responsibilities included all project management duties on this project which would involve all items required from the initial job planning/scheduling with the owner, coordination with all utilities (gas/water/electric/telephone/sanitary), coordination and review of city/area covenants and/or restrictions, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. Cub Foods Retail Outlet Building 6. Design – Build New Commercial Multi-Tenant Development - Project Manager for the 6,000 SF installation of the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project was a load bearing concrete block/steel frame with exterior split faced concrete block-aluminum store front glazing and EIFS exterior, insulated membrane roof - one story three (3) tenant development. Project work scope included all site-work, layout/demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-bar joists-etc., private walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities


included all project management duties on this project which would involve all items required from the initial job planning/scheduling with the owner, coordination with each of the three (3) tenants(Payless Shoes/Hair Salon/Restaurant), coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was located next to existing retail developments – consideration and planning as it would relate to keeping existing operations open and unrestricted was important. Cub Foods Convenience Store/Retail Building 7. New Commercial Single Tenant Development - Project Manager for the 2,000 SF installation of the new facility from program finalization through construction completion/warranty check/final closeouts. Project was a load bearing concrete block/steel-wood combination frame with exterior split faced concrete block-aluminum store front glazing and EIFS/Metal Sheeting-flashing exterior, insulated membrane roof - one story single tenant development that included drive up gas station accommodations and interior freezer-cooler for food/drink. Project work scope included all site-work, layout/demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-bar joists-etc., private walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities – gas station under ground tanks-piping and service island, new exterior parking lot/lighting etc. for the facility. Responsibilities included all project management duties on this project which would involve all items required from the initial job planning/scheduling with the owner, coordination with new tenant, owner supplied gas station equipment/convenience store cooler-freezer, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, write and coordinate all procurement duties, subcontract work. This new building was located next to existing retail developments – consideration and planning as it would relate to keeping existing operations open and unrestricted was important.


Pet Foods Warehouse/Retail Building 8. New Commercial Single Tenant Development - Project Manager for the 16,000 SF installation of the new facility from program finalization through construction completion/warranty check/final closeouts. Project was a load bearing concrete block/steel-wood combination frame with exterior split faced concrete block-aluminum store front glazing and EIFS/Metal Sheeting-flashing exterior, insulated membrane roof - one story single tenant development that joined with existing operating food store. New facility included extensive site drainage rework and new loading dock operations for receiving of merchandise. Project work scope included all site-work, layout/demolition/excavation, foundation, building tie-ins for flashing/sprinkler system, slab on grade, buyout/purchase and erection of the building structural framing-bar joists-etc., private/public walk installations and all other items for installing the new building area-addition. Scope of work also included coordination and installation of the exterior/underground utilities, new exterior parking lot/lighting etc. for the facility. Responsibilities included all project management duties on this project which would involve all items required from the initial job planning/scheduling with the owner, coordination with the new tenant, owner supplied interior fixturing, supply of custom casework and shelving, retail store accommodations, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, write and coordinate all procurement duties, subcontract work. This new building was located next to and joined with existing retail developments – consideration and planning as it would relate to keeping existing operations open and unrestricted traffic around the project was important. Timing of the project was late summer start with a 1

st

week of January turn-over. Accelerating the building enclosure for weather tightness was a major concern and objective to meet the project schedule requirements. ECS, Inc. 9. Design – Build New Commercial Single -Tenant Development - Project Manager for the 18,000 SF installation of which 12,000 was office occupied space for the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project building was a 120 foot by 150 foot metal building (Inland Building) with loading dock facilities with exterior split faced concrete block-aluminum store front glazing and EIFS exterior, insulated walls, insulated standing seam roof - one story – 23 foot eave height single owner development. Owner was relocating to new facility and expanding its current operations from an existing multi-building facility. Project was located on a green-field 3 acre site surrounded by operating businesses.


Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the early fall of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was located next to existing developments – consideration and planning, as it would relate to keeping other operations open for business. Project schedule was August 1999 with finish/turn-over on May 1, 2000. Winter conditions and keeping installations through the winter months was coordinated and planned for in the pre-construction and negotiations of the critical subcontracts. American Bottling Co. 10. Design – Build New Industrial Single -Tenant Development - Project Manager for the 78,000 SF new installations of which 15,000 was office occupied space for the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project building was an existing 485,000 SF abandoned manufacturing facility that would revised internally/externally to accommodate a consolidated Four-(4) facility bottling operation (bottlers of 7-UP,DR.Pepper,AW Root Beer etc.). The project included revisions inside for handling both new bottling equipment and relocated/reused bottling equipment. Several new structures and structural modifications were part of the installations to handle raw material handling/bulk material handling-storage, new utility requirements and waste handling requirements. Extensive demolition to the exterior/interior was also required and necessary to handle requirements for the new facility operations. Owner was relocating to the remodeled facility and expanding/consolidating its current operations from several other Midwest bottling facilities to this refurbished building. Project was located on an existing site in Ottumwa, IA in a remote outlying industrial area. Special challenges involved working through winter conditions with an accelerated completion schedule to deliver the majority of the modifications by


April timeframe, heavy modifications to the existing building structure – both internal/external, coordinating Owner salvaged/supplied/installed bottling equipment, coordinating construction completion while Owner start-up/commissioning was active. Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, program phasing to get the project “jump-started” in the winter of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the new building addition structural framing-detailing-etc., truck staging/docking installations and all other items for installing the new building. Scope of work also included coordination and installation of the new underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to the initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, city installed paving-upgrades, estimate review, cost engineering breakdowns for the Owner accounting –cost engineering requirements, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This existing building was located next to existing developments – consideration and planning, as it would relate to keeping other operations open for business. Project schedule was December 1998 with finish/turn-over on April 1, 1999. Winter conditions and keeping installations through the winter months was coordinated and planned for in the pre-construction and negotiations of the critical subcontracts. Lindquist Ford 11. Design – Build New Automotive Dealership Facility - Project Manager for the 39,000 SF installation of which 10,000 was office occupied space for the new facility. The other 29,000 SF of the facility incorporated a new body shop/paint both and vehicle service center/drive up areas. Responsibility for this project involved all facets of pre-construction/program finalization through construction completion/warranty check/final closeouts. Project building was a 295 foot by 132 foot metal building (NUCOR pre-engineered steel building system) with interior showroom/dealership office/parts/service facilities with an exterior of split faced concrete block-aluminum insulated glass/glass spandrel panels with insulated walls, insulated standing seam roof - one story – 25 foot eave height. Some of the interior construction specialties included 18” square specialty ceramic tile for the 8,000 SF showroom, dry-shake floor hardener materials for the colorized exposed concrete surfaces throughout the 30, 000 SF of the operating facility. Owner was relocating to new facility and expanding its operations from an existing multi-building facility. Project was located on a green-field 15 acre site.


Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the early spring of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was one of the first to be located in this specific section of Bettendorf, IA. Project schedule was April 1998 with finish/turn-over on November 21, 1998. John Deere Davenport Works 12. Building #1 Expansion - New Administrative Offices for Existing Manufacturing – On Site Project Manager for the 56,000 SF installation of new two(2) level office space and new Entry/Visitors Center for the existing facility. The renovations took place with the existing 20 year old manufacturing assembly plant. The logistics included relocating the entire existing administrative personnel from the plant manager and down. New facilities included offices/conference rooms/bath room facilities etc. The new installations were timed around the operations and access/egress of the plant operations, which continued un-interrupted during the 11 month construction process. Coordination of all new installations while handling numerous unforeseen/daily discoveries with making the new installations blend into the existing buildings-systems. Responsibility for this project involved all facets of pre-construction/program finalization/schematic budgeting/cost determination through construction completion/warranty check/final closeouts. Functioned as Owner’s construction manager and worked directly with Owner’s hired design firm/architect. Project was split into two(2) main phases that concentrated construction around the relocation of office personnel and the operations of the existing hourly personnel’s locker room that were to be kept accessible through-out the construction sequencing. The new entry vestibule included fully automatic doors and new high bay lobby for exhibiting the plant’s manufacturing hardware (i.e. skidders-end loaders-graders). Main office level was part remodel( 16,800 SF) and two(2) level new area ( 25,500 SF). The entry/visitors area/mail room/UAW office area was ( 12,500 SF). Total area of project involved about 54,800 SF. Detail and attention was paid to sound proofing the new office environment from


the existing shop noise by installing new STC – 60 rated drywall assemblies from existing concrete floors to the underside of the decking at ‘ 32’. Construction consisted of conventional structural frame with concrete placed on metal form decking while interior/exterior wall assemblies consisted of steel studs with resilient channels/drywall layers (2 on one side of studs and single layer on other side). Project work scope included pre-construction/budgeting-estimating, value-engineering alternatives/coordination of demolition/excavation, caisson installation-foundations, slab on grade/concrete deck, buyout/purchase and erection of the building structural framing-detailing-etc., plant walkways safety for operational personnel around and during installations and all other items for installing building and remodeling the new offices/entry way. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, Owner’s system furniture installations, coordination with all respective plant maintenance personnel/utilities (i.e. gas/water/electric/telephone/sanitary), estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. Owner occupied 1

st

completed new area by 11/01/00 and moved into remodel by 2/2/01. This project was started on site the 1

st week of April 2000 and all parts of both Phases #1 &

#2 finished substantially by April 2001. Olympic Steel 13. Design – Build New Industrial Manufacturing-Steel Fabrication Facility - Project Manager for the 204,000 SF installation of which +20,000 was office occupied space for the new facility. The other 184,000 SF of the facility incorporated a new steel fabrication facility – steel coil receiving and staging (40 ton coils) from new rail service-spurs/steel plasma-arc cutting tables/automated laser cutting table-facility/steel tempering milling operation/ steel coil slitting operations/packaging and shipping of finish steel products. Responsibility for this project involved all facets of the pre-construction/program finalization through construction completion/warranty check/final closeouts. Project buildings consisted of multi-connected/integrated pre-engineered metal buildings with provisions to accommodate seven (7) new 100 LF span operated/pendant operated bridge cranes ranging from 20 ton capacity to 43.5 ton capacity. Overall dimension of buildings were 650 foot by 310 foot metal buildings with a 43 foot eave height (NUCOR pre-engineered steel building system) with finished shop office of 10,000 SF for manufacturing and an additional 12,000 SF front administration building for the new complex/branch facility. Exterior of the facility consisted of standing seam roof with vertical pre-finished metal panels with split-


faced concrete block at the front exposed face of the administration office areas. Some of the interior construction included 600 foot of dual rail road spur with concrete drive-over capability/8” thick finished concrete floors/truck docking both back up and interior ramp facilities/fully lighted-vented-powered for an initial 4000 amp service and capability-provisions to double the service for future expansion requirements. The facility design and construction was programmed around initial needs and future programmed expandability as directed by the Owner which was locating to this new “green field” facility and expanding its operations from an existing Midwest regional base of operations. Project was located on a green-field 25-acre site in which new city and utility infrastructure (electric-gas-water-sewer-rail road-street etc.) was to be coordinated along with the project. Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the early spring of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public drive installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination/review with city officials, coordination with Owner’s specialty vendors installing fabrication/hoisting/overhead crane equipment, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was one of the first to be located in this specific industrial section of Bettendorf, IA. Project overall schedule involved a start of soil surcharging on September 1997 with a finish/turn-over for move in to the administration/operations offices on June 1998. Arch Mirror & Glass 14. Design – Build New Mirror Production Facility - Project Manager for the 75,000 SF installation of which 2,000 was office occupied space for the new administration of the facility. The other 73,000 SF of the facility incorporated a new production line for mirror manufacturing/packaging/shipping. Responsibility for this project involved all facets of pre-construction/program finalization through construction completion/warranty check/final closeouts. The main project building was a 450 foot by 160 foot metal building (NUCOR pre-engineered steel building system) with interior finished warehouse space with pendant operated full bay width over head bridge cranes. Part of interior design considerations took raw plate glass transfer racks into account for epoxy reinforcement of all warehouse


concrete joints(control/construction) as well as concrete trenches for surface drainage. Specialty chemical resistant flooring/surfacing of concrete-containment dikes/sumps/containment areas were also constructed for the mirror production facility (included both base/acid chemical resistance areas). The front exterior administrative office was constructed using the Owners supplied aluminum mullions and insulated glass/spandrel panel system. Owner was expanding its operations and relocating to new this facility. Project was located on a green-field 12 acre site. Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the late fall time period of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public walk/drive installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city infrastructure projects – storm sewer/paving installations, estimate and budget review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was one of the first to be located in this specific industrial section of Bettendorf, IA. Project overall schedule was August 1994 with finish/turn-over on June 1995. Geneseo Banking Center 15. Design – Build New Commercial Facility - Project Manager for the 4,330 SF installation of which primarily was office occupied space and included drive up banking facilities for the new facility from pre-construction/program finalization through construction completion/warranty check/final closeouts. Project building was a wood frame single story with exterior brick veneer 85 foot by 50 foot building. Project would include constructing concrete vault room and providing custom casework too coordinate with Owner’s purchased specialty baking equipment. Owner was locating to this new facility by creating this branch banking facility and expanding its current operations from surrounding areas. Part of the installation would include providing completely functional on-site temporary drive/banking facilities while the new and permanent building was being designed and constructed. Project was located on an existing lot-residential 5-acre site. Coordination with state officials for entry on/off public highway was also required – special permitting and notification processes. Project included demolition and hazardous material abatement for removal of


asbestos materials. All construction activity was performed in vicinity of operating highway and existing commercial developments. Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the early fall of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was located next to existing developments – consideration and planning, as it would relate to keeping other operations open for business. Project schedule was August 1999 with finish/turn-over on May 1, 2000. Winter conditions and keeping installations through the winter months was coordinated and planned for in the pre-construction and negotiations of the critical subcontracts. Figge Arts Center 16. CMa – Delivery of New Davenport City Arts Facility - Project Manager for the 150,000 SF – 12 story/four level high rise installation of which replaced existing city of Davenport facility. This new downtown structure played a key role in the revitalization of the downtown Davenport, IA. re-growth and was termed by the city as the “jewel” of the downtown redevelopment that took place over a 5- year construction period in the 2000 – 2005 time span. Other key features of this facility involved a one of a kind “rain screen” curtain wall system that enclosed the structure, high end HVAC system to maintain exact 50% humidity control over building heating-cooling-humidity as well as a lighting control system that integrated the exterior roller shades - skylights with motorized blinds within the glazing system with constant dimming fluorescent lighting for constant viewing lighting for the art/exhibits. This facility was designed by the London based architectural firm David Chipperfield & Associates with state side design responsibilities by Herbert Lewis Cruse Blunck (HLKB). The new facility was built to house new exhibition areas and permanent gallery exhibits while attracting Smithsonian Institute traveling exhibits. The bottom level area below the Museum is utilized as an 86 car space garage. North of the facility the new exterior plaza and public walk area was built as a new entrance/common area for the facility.


Project building foundation involved a 6,500 CYD concrete foundation on 111 caissons that were drilled/socketed into rock. The exterior of the building is cast in with pigment colorized concrete involving specific tie hole layout and true board forming system. The main tower or center of the building was about 120 foot tall while both the east/west areas were 55 feet that involved approximately 1,500 tons of steel. The exterior curtain wall system involved over 75,000 square feet of exterior and when constructed was approximately 6 feet deep in section while holding inner/exterior glazing surfaces. The project was located on an existing parking lot surrounded on all four sides with in service downtown traffic but also sat adjacent to an existing bank structure. All construction activity staged and planned with city involvement/cooperation and timing was closely coordinated with local officials. Project work scope included an extensive 3-1/2 year pre-construction period overlapped with approximately 2-1/2 year construction/commissioning time frame. Some of the responsibilities involved pre-construction/budgeting-estimating, permit phasing to get the project “jump-started” in the early fall of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, pre-construction bid packaging, pre-bid/post bid conferencing in an open or public bidding setting. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all prime contract work. This new building was located next to existing banking facility which occupied the remaining ¼ of the city block – consideration and planning had to implemented as it would relate to keeping these existing bank operations open for business throughout the construction and building process. Project schedule involved pre-construction starting June 2000 with a facility finish/turn-over on May 1, 2005. Winter conditions and keeping installations through the winter months was coordinated and planned for in the pre-construction and negotiations of the critical subcontracts.

Lindquist Ford 17. Design – Build Expansion to Existing Automotive Dealership Facility - Project Manager for the 10,000 SF expansion to the existing 39,000 SF facility. The expansion area or the 10,000 SF facilities incorporated additional body shop, vehicle service areas, new detail area as well as a new bay for an automatic car wash. Responsibility for this project involved all facets of pre-construction/program finalization through construction completion/warranty check/final closeouts. Project building was a 67 foot by 148 foot metal building


(NUCOR pre-engineered steel building system) insulated walls, insulated standing seam roof - one story – 25 foot eave height. Some of the interior construction specialties dry-shake floor hardener materials for the colorized exposed concrete surfaces to match exactly with the existing concrete floors which were placed 3 years earlier. The building expansion exterior as well as interior was constructed to match exactly the existing building’s finishes in materials, color and appearance. The end product of the expansion is indistinguishable from the existing. Project work scope included pre-construction/budgeting-estimating, coordination of the in-house design staff, permit phasing to get the project “jump-started” in the early spring of the year, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., public walk installations and all other items for installing the new building. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule, negotiate additional work, write and coordinate all subcontract work. This new building was one of the first to be located in this specific section of Bettendorf, IA. Project schedule was start of June 2001 with finish/turn-over on October 1, 2001. IPSCO Steel Facility – Montpelier Iowa 18. New Steel Production Facility Installations Project Manager/Site Coordinator/Site Manager for the (+) 98 projects involving over 375,000 SF of new industrial facility mill buildings, offices, support buildings for production and maintenance, operations for the new equipment and new facility support needs. This work was performed over a 2-1/2 year time period. Responsibility for these projects involved all facets of the pre-construction/program finalization/estimating through construction completion/warranty check/final closeouts and/or commissioning. Fifty (50) of the project buildings and custom foundations involved both Design-Build and competitive bid deliveries in a lump sum contract format. As many as forty-eight (48) of the other projects involved work performed on a negotiated cost plus basis requiring the associated daily documentation and/or verification of all costs for the clients review. Support staff at corporate office handled payroll and administrative responsibilities while as lead Project Manager I worked directly with clients and as many as six(6) internal company superintendents and (+) 75 subcontractors performing work throughout the “green field” site and as many as


forty-five distinct projects could be occurring at any one point in time. These projects would range in size from $5,000 to $2,500,000. Contract delivery varied from negotiated guaranteed maximum (GMAX) with fixed fee to traditional design – bid – build setting. The formats of the contracts also varied from internal form generated contracts, AIA format Contracts, AGC Contracts or customer generated contracts/purchase agreements-purchase orders. The over view of project work scope included pre-construction planning/scheduling /budgeting-estimating, coordination of the in-house design staff, site-work, layout/site clearing-demolition/excavation, foundation, slab on grade, buyout/purchase and erection of the building structural framing-detailing-etc., paving and walk installations and all other items for installing the new buildings/new offices/new foundations. Scope of work also included coordination and installation of the exterior/underground utilities for the facility. Other responsibilities included all project management duties on this project which would involve all items required from the pre-construction program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s move-in, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with IPSCO project management, estimate review, cost engineering breakdowns, budgeting and forecasts on job costs, purchase and coordination of materials, project site audits/review for performance/safety/schedule with all subcontractors, negotiate additional work, write and coordinate all subcontract work. The project work started in the spring/1

st quarter of 1995 spring and was substantially finished by

the last quarter of 1997.

• Story Construction Co. – Partial Project Listing Kinnick Stadium 1. Bid Package #4 – University of Iowa Kinnick Stadium Renovations - Project Manager for the 155,000 SF – 130’ high or 12 story/multi level high rise installation of which replaced existing west stadium press box and added enclosed suite facilities. This was a competitive open bid in relation to the state of Iowa Open Bidding laws. Was part of the successful bid team that put together the bid package and required collateral materials for the prime bid package #4. Note that I was assigned as project manager for the Pre-Construction/Construction phases of the project. This bid package was an integral part of the 2 year $87 million dollar renovation/expansion/upgrade to the existing football stadium at the University of Iowa. This new structure played a key role in the west concourse installations and was multi-phased in the years 2005 and 2006 around the home football schedule of the University of Iowa. Key features of this bid package involved 58 drilled


caissons extending 80 feet below and socketing a minimum of four feet into the bedrock. These caissons varied in diameter from 36” to 60”. The structure was comprised of over 2400 tons that includes structural wide flange sections of sizes from W398 to W476 and up. The various levels in the new west concourse structure would be dedicated to the new Press Box, multi-level private suite seating, mechanical mezzanines and associated access/stair towers etc. for the upper level cantilevered pre-cast concrete stadium seating and top lighting. Completion of all work scheduled to be before the beginning of the 2006 football season. This facility was designed by the HNKB/Herman Monson/Walter P. Moore. The Construction Manager Agent (i.e. CMa) for the Owner (i.e. State of Iowa Board of Regents) was M. A. Mortenson. Some of the project management responsibilities involved estimating the major Divisional #1,#5 & #9 components as well as the pre-bid/pre-planning strategy for site set-up/site utilization. One of my main estimating roles for this (+)$9.1million dollar bid centered on the fabrication package(s) in Division #5 which was a $4.2 million dollar package awarded to the AISC Certified Fabricator – LeJune Steel Company out of Minneapolis, Minnesota. Other post bid duties would involve pre-construction requirements/conferences/meetings as well as other basic project management work items for the project (i.e. program finalizing to initial job planning/scheduling with the owner, coordination with the Owner’s /CMa other concurrent bid packages/prime bidders, coordination with all respective utilities (gas/water/electric/telephone/sanitary), coordination and review with city, cost engineering breakdowns/earned value scheduling analysis, budgeting and internal project forecasts on job costs, purchases and coordination of materials, project site review for performance/safety/schedule, negotiate additional work, write and coordinate all main purchase agreements and main subcontract for the work, coordinate the submittal process and the formal RFI process. This renovation project took place within the main campus facilities as well as next to the existing/operating University of Iowa Hospital – considerable consideration and planning had to be implemented as it would relate to keeping the existing parking facilities and existing streets both clean/accessible for campus and hospital operations throughout the construction and building process. Project schedule involved detailed pre-construction activities/submittal process activities which were starting after the notice to proceed in late December 2004 with a facility finish/turn-over by June 13, 2006. The earned value CPM schedule also involved and detailed the three (3) main area phases along with temporary access requirements that allowed west side entry/occupancy during the five (5) 2005 home football games. Note that the project bid was December 14, 2004 and it was extended out one (1) week plus amended with five (5) detailed addendums.

• Nichols Aluminum – Casting Facility – Davenport Iowa 1. High Speed Low Torque (HSLT) Shredder – Mechanical Engineer for the capital project planned for the shredder facility. Part of the internal engineering


and design departments working to install the new drives at the existing shredder/equipment within an existing shredder department of the aluminum recycling facility. This project replaced two (2) -1,800HP., 9000 ft-lb. torque, V-12, 6000 cubic inch, gas fired motors with DC-Electric Drives that were 45 % greater power and 25% greater torque. Responsible for investigation of required peripheral equipment and design considerations (i.e. HVAC at a new electric MCC/switch gear room, soft-start torque limiting couplings and associated foundation changes) to allow new electric drives to be installed to the existing production equipment. I was then responsible for making recommendations to corporate engineering staff on solutions and/or options involved with these changes. 2. Low Speed High Torque (LSHT) Shredder – Mechanical Engineer for the capital project planned for the existing shredder facility. Part of the internal engineering and design departments working to install the new piece of equipment within an existing shredder department of the aluminum recycling facility. The purpose of the LSHT shredded is to act a pre-shredder for the existing hammer mill/Newell Shredder. The pre-shredder will handle a different type/lower grade scrap for the facility that has been avoided – the existing hammer mill does not handle the other scrap well and causes severe operational problems. Responsible for investigation of required equipment, comparison and capability review, set up trail run on test metals, review and interpret data on test runs for production, work with facilities for location and associated coordination and then making recommendations to corporate staff on best equipment that will meet self imposed budget constraints. 3. Oxygen Enrichment System for Melter Furnace – Mechanical Engineer for the capital project planned for the existing Melter #2 furnace. Part of the internal engineering and design departments working to install the new piping/equipment modifications within an existing casting department of the aluminum recycling facility. Responsible for investigation of required equipment and then making recommendations to corporate staff on best means to get the project complete with the least amount of capital expense and/or will meet self imposed budget constraints. Original project was handed over and was over budget. Re-engineered while working along side the main oxygen supplier. Changed routing and changed piping materials, size, schedule etc. to make costs in line with the economics involved. Reviewed the velocity criteria versus mass flow required for furnace capacity while looking at future potential to extend this system. Project costs went from over $350,000 down to $200,000 and then was very attractive while then achieving the corporate payback period of under 2.0 years or in this specific case about 1.5 years. Put together the Request For Expenditures (RFE) forms and data required for internal capital projects. Verified that the Oxygen velocities did not exceed the recommended (Compressed Gas Association – CGA - Section 4.4) 100 feet per second criteria for the pressure involved, temperature, and required flow rate of cubic feet minute for the furnace melter #2 or 30,000,000 BTU/hour. Also, verified that the system as installed would allow


for future volumetric flow totals of 90,000,000 BTU/hour for the other two (2) furnaces. Payback analysis required reviewing existing plant Therm use database to come up with a realistic future utilization rate. For reference: (1-Therm is the equivalent to 100 cubic feet of natural gas usage) and it was assumed for calculation purposes that natural gas costs were at $10.04 per million BTU’s ;hence, 1 - Therm is about $1.004 when taken with the fact that 1000. cubic feet of natural gas is equal to a million BTU’s. The end result of the exercise is that increasing oxygen percentage in the regenerative burners by only 5% (21% is the natural combustion oxygen in air percentage) then decreases the natural gas costs by almost 23% and generates the equivalent BTU’s. The additional Oxygen bought for the 5% enrichment (oxygen in the combustion changes to 26%) is less then the 23% Natural Gas costs so the net savings pays for expense of routing piping, modifying the burners, changing control of the combustion etc. This project along with others saves on energy consumption and pays for itself as natural gas prices climbed from $.40 per Therm to $1.004 per Them in less then two (2) years.

• Swanson Construction. – Partial Project Listing Community Health Care – Rock Island, IL. 1. Facility Upgrades & Renovations - Project Manager for the 26,000 SF – health care facility renovation project. This was a competitively bid project that included both interior renovations-upgrades while expanding and revising the exterior parking features, customer entrance and then public sidewalks access/drives to the various parking areas. All facility upgrades and changes were performed with continued or normal on going client operations at this “walk-in” health care clinic. Some of the interior facility improvements included additional patient exam rooms, new location for mechanical equipment that served the existing dental or lab areas, new conference room, physicians offices, triage room, sterilization-vaccination areas, nurses station areas, dictation area, lab area and then front business office area for customer handling and patient waiting. The exterior improvements included new vestibule front entrance feature with automatic doors and sidewalks. The exterior parking was expanded and then revised for added “green space” and upgraded for drive up/parking for customers. The interior upgrades involved re-use of some existing casework-cabinets while integrating many new sections of casework for the expanded or changed room areas. New finishes were also installed for the revised areas and included mechanical (i.e. both HVAC-plumbing), electrical/lighting-power, interior walls, ceilings, painting, flooring etc. These interior renovations included twelve different/distinct areas within the existing facility and involved the necessary “temporary partitioning” to isolate/separate construction areas from the existing


and operating health care treatment areas. The isolation had to be in place before removals/demolition work could begin. The timing of the construction was also phased so as to allow all major operational functions to be uninterrupted as much as possible. Certain rooms or areas that were then built or new had to be complete-commissioned before demolition of existing spaces could then begin. Some of the project management responsibilities involved the buy-out/subcontracting processes for all work from Division 1/project requirements through Division 16/electrical subcontract. Other duties would involve pre-construction project meeting, weekly “OAC” (Owner Architect-Construction) meetings/documentation as well as other basic project management work items for the project (i.e. program finalizing to initial job planning/scheduling with the owner), coordination with the Owner’s daily operation coordination and review with city/permitting process, internal project forecasts on job costs, purchases and coordination of materials, project site review for performance/safety/schedule, change order management/negotiate additional work, write and coordinate all main purchase agreements and main subcontract for the work, coordinate/track the ASI (Architectural Supplemental Information), project submittals, RFI (Request for Information), close-out processes. This renovation project took place within the city of Rock Island on a state of Illinois highway which then also required coordination within the IDOT (Illinois Department of Transportation) permitting processes/standards of construction as well. Daily coordination-communication-planning had to be implemented as it would relate to keeping the customers entering the facility safely while constructing both new parking/sidewalks and then the new facility main entrance. Project schedule involved both the pre-construction and construction activities which were starting after the award of the project and notice to proceed in late November 2006 with a facility interior finish/turn-over by April 4, 2007. The balances of the exterior paving/upgrades to the facility entrance are then scheduled for a June 28, 2007 completion. Davenport Community Schools – Improvements to Lincoln Academy of Integrated Arts 2. K-5 School Upgrades & Renovations - Project Manager for the 62,000 SF – Kindergarten – 5

th Grade School facility renovation project. This was a

competitively bid project that included both interior renovations-upgrades while expanding and revising the exterior playground area, adding new school entrance and vestibule. The facility upgrades and changes were multi-phased and performed with continued or normal school operations while the main or majority of the renovation work timed with the school summer break schedule. Some of the interior facility improvements included new Media Center Room area, new location for administrative offices and functions, revising of existing bathroom areas and then the completely new HVAC system/air conditioning of


the school areas. The exterior changes related to the new vestibule but included new installations for air conditioning equipment/chiller unit. The exterior paving was revised to accommodate the new drainage requirements around the new vestibule feature. The interior upgrades involved with the first phasing installations involved partitioning/separation of the construction zones as their were three (3) areas at the 1

st level of the school involved with this work. The partitions had to be

constructed in a manner which was safe and then maintained continually so as to provide for student safety; meanwhile, allow for installations to be constructed/completed. The project involved complete demolition at some of the interior areas - some of which that dated to 1930’s when the school was originally constructed. New finishes were also installed for the revised areas and included mechanical (i.e. both HVAC-plumbing), electrical/lighting-power distribution, interior walls, ceilings, painting, flooring etc. The timing of the construction was also phased so as to allow all major operational functions to be uninterrupted as much as possible. Temporary entrances or exists were also constructed during the initial phase of installation so as meet life safety code and maintain safe environment for the students within the school with on going construction operations. Preconstruction planning involved specific safety, security, construction staging/set-up/utilizing pre-defined areas on the school grounds - all with the intent to maintain a safe and secure school environment. The timing of certain construction activity had to be closely monitored and coordinated so as to not disrupt class room learning (e.g. core drilling/concrete removal for new HVAC piping took place on early dismissal days, school vacations/spring breaks periods etc.). Some of the project management responsibilities involved the buy-out/subcontracting processes for all work from Division 1/project requirements through Division 16/electrical subcontract. Other duties would involve pre-construction project meetings, a weekly on site “OAC” (Owner Architect-Construction) meetings/documentation as well as other basic project management work items for the project (i.e. initial job planning/scheduling with the owner), coordination with the school’s daily operation, internal project forecasts on job costs, periodic project site review for performance/schedule, change order management/negotiate additional work, write and coordinate all main purchase agreements and main subcontracts for the work, coordinate/track the ASI (Architectural Supplemental Information), project submittals, RFI (Request for Information). Project schedule involved both the pre-construction and construction activities which were starting after the award of the project and notice to proceed mid November 2006 with a project finish/turn-over by August 15, 2007.


Eastern Iowa Community College – Student Success Center 3. Facility Upgrades & Renovations - Project Manager for the 6,000 SF – college facility renovation project. This was a competitively bid project that included interior renovations-upgrades. The project expanded interior areas for services related to student career placement and counseling. All facility upgrades and changes were performed with continued or normal on going client operations at this “year round” college facility. Some of the interior facility improvements included additional offices, removal of interior walls, modifications to structural or load bearing walls and new operational layout for the expanded student services. The project execution was performed while allowing full day student and faculty access and then student occupation/class rooms at all surrounding areas – occupied zones at three of the four sides. Preconstruction planning involved specific safety, security, construction staging/set-up/utilizing pre-defined areas on the college parking areas and building entrance areas - all with the intent to maintain a safe and secure school environment. The timing of certain construction and/or demolition activity had to be closely monitored and coordinated so as to not disrupt surrounding class rooms (e.g. core drilling/ concrete block wall removals etc.). The interior upgrades involved complete removal of existing facility furnishings, installation of architectural casework-cabinets, new interior partitions for relocation of occupied zones, upgrades to flooring finishes, interior doors/openings. In addition to all new finishes that were installed for the revised areas, all new mechanical (i.e. both HVAC-plumbing) and electrical (i.e. lighting-power and security/communications systems). The project work would require coordination with client’s hazardous materials (i.e. asbestos tile/adhesives) removals that were at the existing flooring. Some of the project management responsibilities involved the buy-out/subcontracting processes for all work from Division 1/project requirements through Division 16/electrical subcontract. Other duties would involve pre-construction project meetings, a weekly on site “OAC” (Owner Architect-Construction) meetings/documentation as well as other basic project management work items for the project (i.e. initial job planning/manpower coordination/scheduling with the owner), coordination with the school’s daily operation, internal project forecasts on job costs, periodic project site review for performance/schedule, change order management/negotiate project additional work, write and then coordinate all main purchase agreements and main subcontracts for the work, coordinate/track the ASI (Architectural Supplemental Information), project submittals, RFI (Request for Information). Project schedule involved both the pre-construction and construction activities which were starting immediately after the award of the project and notice to proceed in May 2007 with a project finish/turn-over by August 15, 2007.


• Partial Project Listing for Stanley Consultants Projects Mayo Prospect Utility Plant/PUP Chiller Unit #12 – Rochester, MN. Facility, SCI Project #18360. 1. Facility Upgrades & Renovations - Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project managers/project principles for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in multiple software formats – for internal/external submission and use – Primavera Project Planner (P3) and Microsoft Project. Project Schedule(s) Involved: +Sixty (60) Activities, Eighteen (18) Month Baseline – Updated - Calendar Period, Four (4) Main Group Breakdowns/Work Break Down (WBS) Structure (i.e. Engineering-Design Phase, Engineering-Design/Procurement Phase, Engineering-Equipment Specification/Data Phase, Construction – Installation Phase). Austin Energy Sand Hill Energy Center Expansion (SHEC), SCI Project #18418. 2. Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project managers/project principles for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external submission and use – Primavera Project Planner (P3) and Microsoft Project: Project Schedule(s) Involved: +Forty (40) Activities, Eighteen (30) Month Baseline – Updated - Calendar Period, Four (4) Main Group Breakdowns/Work Break Down (WBS) Structure (i.e. Engineering-Design Specifications Phase, Engineering-Design/Procurement Phase, Engineering-Preconstruction Specification/Data Phase, Construction – Installation Phase). Mayo Facility Planning for Utility Operations, Planning & Upgrades – Rochester, MN. Facility, SCI Project #18818 3. Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting


together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project managers/project principles for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external submission and use – Primavera Project Planner (P3) and Microsoft Project. Project Schedule(s) Involved: +Forty-Five(45) Activities, + Twenty (20) Year Baseline – Updated - Calendar Period, Five (5) Main Program Option or Group Breakdowns/Work Break Down (WBS) Structure (i.e. Option #1 - #5 with each involving Engineering-Design Phases, Engineering-Procurement Phases, Construction – Installation Phase). University of Iowa, Building LC14/Information Technologies Building Chillers/Upgrades – Iowa City, Ia. 4. Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project managers/project principles for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external submission and use – Primavera Project Planner (P3) and Microsoft Project. Project Schedule(s) Involved: +Thirty-Five (35) Activities, Fifteen (15) Month Baseline – Updated - Calendar Period, Three (3) Main Group Breakdowns/Work Break Down (WBS) Structure (i.e. Engineering-Design Phase, Preconstruction Bidding Phase, Construction – Installation/Commissioning Phases). Western Illinois University – Proposal Schedule for Chiller Replacements, SCI Chicago Office, EHI Department. 5. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project managers/project principles for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external submission and use – Primavera Project Planner (P3) and Microsoft Project.


University of Missouri @ Columbia Missouri – Proposal Schedule for Circulating Fluidized Bed (CFB) Boiler Replacements/Coal Handling Equipment Project 6. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping the project into a ”work breakdown structure” for the project proposal schedule. Project schedule involved pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external use and submission – Primavera Project Planner (P3) and Microsoft Project. Kuwait University – Chiller Piping & Associated System Upgrades, SCI Project #18553 7. Cost Estimate for the Facility Upgrades & Renovations – Put together cost estimate for the underground/above ground utility interferences involved with the project. Project involved two (2) 24” diameter chilled water mains installed with a cast in place concrete vault structure. Utility interferences included all normal systems within the operational university and totaled over 175 different locations and over 16 types of electrical/mechanical in place systems. Project costs were developed utilizing a customized Excel spreadsheet combined with an internal man loading data base. The resultant data was then tailored for both location and then soils conditions. Education/Healthcare/Industry (EHI) Inner Departmental Projects Internal Schedule for Departmental Projects – Manpower Projection

8. Stanley Consultants - EHI Group Schedules - Project Controls Engineer/Project Scheduler for the EHI Departmental Projects. Project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective EHI Department manager/project principle for schedule resource loading/manpower labor projections/duration for the individual staff projects. Project schedule involved both the pre-construction design phase and then integrated the preconstruction - construction phase summary activity. The schedule was put together for internal management use via SCI Company Web Based Software-Vision Calendar/Manpower Forecasted weekly projections and then into Primavera Project Planner (P3) format. Project Schedule Involved: +One Hundred Eighty Five (185) Activities, Twenty Four (24) Month Fiscal Year Baseline - Calendar Period, +Seventy Five (75) Individual Projects, Eight (8) Main Group Breakdowns/Work Break Down (WBS) Structure (i.e. Engineering-CADD-Graphics Department Phase, Engineering-Control Systems Department Phase, Engineering-Electrical Phase, Engineering-Plant Mechanical Phase,


Engineering-Power Mechanical Phase, Engineering-Structural Phase, Engineering-Specifications Phase, Administrative Staff. Al Minhad/United Arab Emirates – Energy Transfer System (ETS) and Chiller Piping & Associated Storage, SCI Project #18997 9. Cost Estimate for the Facility Expansions, Upgrades & Renovations – Provide quantity take off/cost estimate support for the underground/above ground chilled water piping, water pumping systems, chilled water heat exchangers. Work involved several infrastructure changes as well as underground utility revisions/interferences. Project involved two (2) 300mm diameter chilled water mains extending over 1,500 meters, one (1) 10,000 ton-hrs/4,000 cubic meter storage tank, utility relocations and all requisite systems within an operational chiller plant and power facility. Project quantities i.e. Baseline Of Quantity (BOQ) were established for the one of the international/overseas engineering teams. The BOQ documentation was developed utilizing Excel spreadsheets. Liberia Electric Corporation (LEC) @ Monrovia, Liberia – Proposal Schedule for New Facility/Power Plant Project 10. Proposal Schedule for New Facility – Project Controls Engineer/Project Scheduler for the Project Submittal. Some of the project responsibilities included updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction permitting/environmental assessment/design phase, preconstruction procurement stage and then construction phase activities. The schedule was put together for submission with Microsoft Project. Project Schedule Involved: +Fifty-Five (55) Activities, + ten (10) Month Baseline – Calendar Period, Nine (9) Main Project Tasks/Divisions or Group Breakdowns. Illinois State University @ Normal, Illinois – Proposal Schedule for South Campus Power Plant Project 11. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in a multiple software formats – for internal/external submission and use – Primavera


Project Planner (P3) and Microsoft Project. The schedule was put together for submission with Microsoft Project. Project Schedule Involved: (+)Thirty-Nine(39) Activities, + Twenty (20) Month Baseline – Calendar Period, Six (6) Main Project Tasks/Divisions or Group Breakdowns. Fairwood Consultants @ Gujarat, India – Preconstruction Schedule for District Cooling Plant Project 12. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the project preconstruction submittal. Project design involved new chiller plant of approximately 100,000 tons capacity with future 240,000 tons to be added in future for a plus 500 acre “green field” development – Financial Services City along with Integrated townships in the Gandhinager region, Gujarat, India. Some of the project responsibilities involved co-authoring the pre-construction schedules with Stanley Consultants remote & branch engineering offices for programming/timing engineering functions, reviewing, sorting/grouping schedule tasks into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/activity duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid and negotiation stage phase activities. The schedule was put together in Primavera P3 schedule software for internal/external submission and use. Project Schedule Involved: (+)Twelve (12) Activities, + ten (10) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns. Master Plan for Southern Area @ Tripoli, Libya – Preconstruction Schedule for Infrastructure Projects 13. Proposal Schedule for the Facility & Infrastructure Renovations – Project Controls Engineer/Project Scheduler for the project preconstruction “Master Plan Task Schedule” submittal. Some of the project responsibilities pulling together the pre-construction schedules with Stanley Consultants International Operations Divisions along with the remote branch engineering offices for programming/timing engineering functions, reviewing/converting from existing Excel format, sorting/grouping schedule tasks into a ”work breakdown structure”. Project schedule involved the pre-construction programming, development and gathering of information, assessment of existing facilities and then integrate the tasks into a multi phase design development program. The schedule was put together in Primavera P3 schedule software for internal/external submission and use. Project Schedule Involved: (+)Forty-Eight (48) Activities, Three (3) Phases of Project Operation, Six (6) Individual Groups or Areas of Tasks, + (49) Week Baseline – Calendar Period.


University of Iowa – Proposal Schedule for Boiler 10 Biomass Co-fire Project, on Campus University Power Plant Upgrades – Iowa City, Iowa 14. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phase activities. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Thirty-Five (35) Activities, + Thirteen (13) Month Baseline – Calendar Period, Six (6) Main Project Tasks/Divisions or Group Breakdowns. Fairwood Consultants @ Gujarat, India – Preconstruction & Engineering Schedule for Sabarmati River Pool Project - Gujarat, India 15. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the project preconstruction submittal. Project design schedule for the infrastructure improvements relating to the future 500 acre “green field” development – Financial Services City along with Integrated townships in the Gandhinager region, Gujarat, India. Some of the project responsibilities involved pulling together data for the pre-construction schedules with Stanley Consultants remote & branch engineering offices for programming/timing engineering functions, reviewing, sorting/grouping schedule tasks into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/activity duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid and negotiation stage phase activities. The schedule was put together in Primavera P3 schedule software for internal/external submission and use. Project Schedule Involved: (+)Twenty (20) Activities, + six (6) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns. IMCOM – Schedule of Preconstruction Work Tasks for The U.S. Army – US Government Utilities Modernization (Recapitalization) Program Support Project – Washington D.C. 16. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the project schedule of work/ preconstruction main task submittal. Some of the project responsibilities involved pulling together data for the pre-construction schedules for programming/timing engineering functions, reviewing, sorting/grouping schedule tasks into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity


logic/activity duration for the project schedule. Project schedule involved the pre-construction design phase, preconstruction bid and negotiation stage phase activities. The schedule was put together multiple formats i.e. both Microsoft Project and in Primavera P3 schedule software for internal/external submission and use. Project Schedule Involved: (+) Twenty (20) Activities, (+) Nine (9) Month Baseline – Calendar Period, Two (2) Main Project Divisions or Group Breakdowns.

NAVFAC-SE – Maintenance Prioritization Plan for the existing South East Regional US Naval Base Installations - US Government, Norfolk, Virginia, SCI Project #19816. 17. Proposal Schedule for the Facility Renovations – Project Controls Engineer/Project Scheduler for the project schedule of preconstruction planning for reviewing the southeast regional US Naval installations. The schedule detailed the site visits and then engineering assessments that would be carried out in a five (5) to six (6) month period. The project controls/scheduling responsibilities involved pulling together data for the pre-construction timing for the engineering evaluations/maintenance projects required at (16) sixteen existing facilities that were located in the US southern states or regions and then states of Florida, Georgia, Texas, Mississippi, Louisiana, South Carolina. There was also (1) one existing facility located within the country of Cuba. The project involved sorting/grouping respective scheduling tasks/sub tasks into a ”work breakdown structure”, then providing necessary feedback to the respective project managers for schedule activity logic/activity task durations for the project schedule. The project schedule involved was formatted into two (2) separate scenarios for comparison of schedule timing/overall duration of completion comparisons. The schedule was put together multiple formats i.e. both Microsoft Project and in Primavera P3 schedule software for internal/external submission and use. Project Schedule Involved: (+) Forty-Five (45) Activities, (+) Six (6) Month Baseline – Calendar Period, Seven (7) Main Project Divisions or Group Breakdowns. Lansing Board of Water & Light – Proposal Schedule for Central Chiller Plant Project, Municipal Plant Additions & Upgrades – Lansing, Michigan 18. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler and Estimating/Cost Engineer for the project proposal submittals. Project involved a new “green field” central chiller plant facility with an initial 8,000 ton capacity and then provisions for a 2,000 ton immediate additional capacity if chosen by the client. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers/project engineers for a budget cost/estimate and schedule activity logic/duration for the project proposal schedule and associated


information. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction phasing activities. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Seventy-Five (75) Activities, + Seventeen (17) Month Baseline – Calendar Period, Seven (7) Main Project Tasks/Divisions or Group Breakdowns. Willmark Energy Project – Proposal Schedule/Project Controls for New – “Green Field Ethanol Production Facility – Postville, Iowa., Reference SCI Project #20876. 19. Proposal Schedule and Project Schedule/Project Controls for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal and then project controls engineer for the project. Project involved a new “green field” ethanol production facility with an initial production capacity within Phase 1 installation of 25,000,000 gallons per year (MGY) – with the final or Phase 2 installation for this respective project then increasing capacity to 110,000,000 (MGY). Some of the project responsibilities involved pulling together activity listings for preconstruction, revising-updating, sorting/grouping into a phased “breakdown structure”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction procurement – buyout stage activities. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Fifteen (15) Activities, (+) Eight (8) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions and/or Grouping Breakdowns. The project schedule was put together in the Microsoft Project Planner (MPP) format. Project controls was put together from custom Excel spreadsheets and internal resource loading program data. Bi-weekly status report was performed during the three (3) separate design phases for the project. Kai Tak Chiller Project – Proposal New Central Chiller Plant/Facility, Redevelopment and Renewal at Existing Kai Tak Airport-Sea Front Areas, Hong Kong, China. 20. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for the new central chilled water facility for a redevelopment of an existing airport (i.e. Kai Tak – former international Hong Kong China airport) with an initial chiller capacity within Phase 1 installation of 110,000 tons. Some of the project responsibilities involved putting together activity listings for preconstruction, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity


logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases (2 phases of engineering as designated by the client). The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Sixty (60) Activities, (+) Eighteen (18) Month Baseline – Calendar Period, Two (2) Main Project Phases, Four (4) Main Tasks/Divisions and/or Grouping Breakdowns. City of Ames – Proposal for the Engineering/Design For The Environmentally Required Upgrades to Existing 153 Megawatt City Power Generating Facility, Ames Iowa. 21. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for environmentally required burner/boiler Unit #7 & 8 revisions-upgrades. This proposal was for the City of Ames, Iowa and their respective or existing 153 MW Electrical/Steam Generating station. Some of the project responsibilities involved putting together activity listings for preconstruction, design – procurement of new equipment, required construction management services for the multiple outages that would be required to install the new equipment, revising-updating, sorting/grouping into a phased “work breakdown structure – WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers – engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and procurement phases. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Thirty-Five (35) Activities, (+) Twenty (20) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. Eastern Iowa Community College (EICC) – Proposal for the Engineering/Design and Construction Services For The New Clinton Community College Campus Community College Center, Maquoketa, Iowa. 22. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for a new 12,000sf Community College Center Facility. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases that would be required for the new educational/college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and procurement phases. The proposal schedule was put together in Primavera Project Planner (P3) format and


involved: (+) Twenty (20) Activities, (+) Thirteen (13) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns. Eastern Iowa Community College (EICC) – Proposal for the Engineering/Design and Construction Services For The Renovations and Modifications to The Existing Muscatine Community College, Muscatine, Iowa. 23. Proposal Schedule for the Facility Revisions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for a 6,100sf addition and then renovation of existing Community College campus facilities. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases that would be required for both the new and renovated educational/college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and procurement phases. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Twenty (20) Activities, (+) Thirteen (13) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns. Eastern Iowa Community College (EICC) – Proposal for the Engineering/Design and Construction Services For The New Science & Technology Additions to the Existing Clinton-Muscatine-Scott Community College Campuses, Clinton, Iowa – Muscatine, Iowa – Bettendorf, Iowa. 24. Proposal Schedule for the new Facility Additions – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for new science building facilities to be added at each of three (3) community college campuses. Total of 43,000sf of space to added for the new building facilities with 9,000sf at each of the Clinton Community College & Muscatine Community College Campuses and then 25,000sf added to the Scott Community College Campus. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases that would be required for the new educational/college additions - facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and procurement phases. The proposal schedule was put together in Primavera Project Planner


(P3) format and involved: (+) Twenty (20) Activities, (+) Thirteen (13) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns. City Utilities (CU) – New Southwest Unit #2 - Power Generating Station, Springfield, Missouri. Reference SCI Project #18000. 25. Project Schedule for the new Facility – Performed Project Controls “Internal” Quality Control (IQC) Quality Review of the project schedule. The schedule involved approximately 1777 activities with four (4) distinct levels of breakdown structure (WBS) – i.e. Project Phase, Responsibility, Bid Package & Area designations. Part of this IQC involved reviewing the schedule early start, early finish, logic strings and then coordinate the associated schedule information as it would relate to the current bidding/bid packages. The project had approximately twenty seven (27) different bid packages of which 80 % were either bid & awarded. The project involved a time frame of + (5) five years from the design phase through the commissioning phases – commercial operation of the facility. Facility was for the additional 275 Megawatt/$697 million dollar cost capacity power generation station for City of Springfield, Missouri. The project was then designated as new Unit #2 Southwest Station and schedule-scope of services involved the design-construction services for this coal fired electrical generating facility. University of Wisconsin – Energy Studies for Energy Independence, Stevens Point, Wisconsin, Green Bay, Wisconsin & Oshkosh, Wisconsin. Reference SCI Project #20879. 26. Project Schedule for the new /revised Facility Engineering Study - Engineer/Project Scheduler for the project controls and then project schedule for the engineering study-analysis. Project involved the engineering & design studies/analysis for the energy audits/evaluation to improve energy usage and then control at three (3) separate state university college campuses located in Wisconsin. Some of the project responsibilities involved putting together activity listings, cost-baseline budget/labor/tracking information for the project. The project responsibilities involved revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project manager for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction design analysis phases and then integrating with inter-office accounting cost information. The engineering schedule was put together in Primavera Project Planner (P3) format and involved: (+) Twenty-five (25) Activities, (+) Six (6) Month Baseline – Calendar Period, Three (3) Main Project Phases and/or Grouping Breakdowns for each of the three (3) college campuses.


University of Iowa – Proposal Schedule for Oakdale Renewable Energy Plant, Electrical Distribution Upgrades – Iowa City, Iowa. 27. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction/close out-commissioning phase activities. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Thirty (30) Activities, + Twenty-Three (23) Month Baseline – Calendar Period, Six (6) Main Project Tasks/Divisions or Group Breakdowns. University of Iowa – Proposal Schedule for Oakdale Renewable Energy Plant, Electrical Generation Upgrades – Iowa City, Iowa. 28. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction/close out-commissioning phase activities. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Thirty (30) Activities, + Twenty-Three (23) Month Baseline – Calendar Period, Six (6) Main Project Tasks/Divisions or Group Breakdowns. Eastern Michigan University – Proposal Schedule for Heating Plant Tank Farm Project, Ypsilanti, Michigan. 29. Proposal Schedule for the Facility Renovations - Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction/close out-commissioning phase activities. The schedule was put together in Microsoft Project format. Project Schedule Involved: (+)Twenty-Five (25) Activities, + Eight (8) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions or Group Breakdowns.


Eastern Kentucky Power Cooperative – Project Schedule for Coal Fired Power Generating Station Upgrades/Additions. Somerset, Kentucky. 30. Project Schedule for the Facility Additions/Renovations - Project Controls Engineer/Project Scheduler for the Project Schedule detail relating to facility upgrades/installations at the existing coal fired 381 MW Power Generating Station. Some of the project responsibilities involved putting together one (1) master schedule from integration of multiple schedules from several different prime contactors. This process also involved reviewing, updating, sorting/grouping into a presentable”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project schedule. Project schedule involved the construction and then close out-commissioning phase activities. The schedule was put together in Primavera Project Planner (i.e. P3) project format. Project Schedule Involved: (+) Seventy Five (75) Activities, + Eighteen (18) Month Baseline – Calendar Period, Six (6) Main Project Tasks/Divisions or Group Breakdowns. Training Program for Power Generation Facility Maintenance – Proposal Schedule for the State Government of Porto Rico. 31. Proposal Schedule for the Facility Maintenance Training Programs - Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. Some of the project scheduling responsibilities involved putting together/sorting/grouping into a ”work breakdown structure”, then providing schedule feedback to the respective project principles/project managers for proposal schedule. Project schedule involved the comprehensive training program for the Porto Rican Government owned/operated power generation facilities and their respective maintenance personnel. The schedule was put together in a Microsoft Project Planner format. Project Schedule Involved: (+) One Hundred Twenty-Five (125) Activities, (+) Six (6) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions or Group Breakdowns. HRE – Heartland Renewable Energy Project – Proposal Schedule for New – “Alternate Feed Stock” Ethanol Pilot Production Facility – Muscatine, Iowa., Reference SCI Project #21296. 32. Proposal and Project Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal and then project controls engineer for the “pilot” project. Project involved a new process relating to alternate fuel/feedstock for new ethanol production facility. Some of the project responsibilities involved pulling together activity listings for preconstruction, revising-updating, sorting/grouping into a phased “breakdown structure”,


providing necessary feedback to the respective HRE and SCI project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction start up – and pre-design phase, design phase, preconstruction procurement – buyout stage activities and construction-installation/commissioning phase. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Hundred and Twenty-Five (125) Activities, (+) Twenty-Four (24) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions and/or Grouping Breakdowns. The project schedule was put together with both Microsoft Project Planner (MPP) and Primavera P3 formats. Alliant Energy – Proposal Schedule for Bag House Retrofit Project Burlington Generating Station – Unit #1, Balance of Plant (BOP) Contract for Mercury Reduction at Flue Gas Emissions – Burlington, Iowa. 33. Proposal and Project Schedule for the Retrofits to Existing Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal and then project controls engineer for BOP contract/project. Project involved design services and construction services to install an additional/new bag house (i.e. pulse jet fabric filter-PJFF) at an existing 209 MW coal fired power generation facility. Some of the project responsibilities involved pulling together activity listings for preconstruction, revising-updating, sorting/grouping into a phased “breakdown structure”, providing necessary feedback to the respective SCI project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction start up – and pre-design phase, design phase, preconstruction procurement, commissioning – buyout stage activities and construction –installation - commissioning phase. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+)Fifty-Five (55) Activities, (+) Twenty (20) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions and/or Grouping Breakdowns. The project schedule was put together with Primavera P3 format. University of Iowa – Restoration of Power Plant, Project Task Listing & Schedule Details to Restore Existing Power Plant After Iowa River Flooding of June 2008 – Iowa City, Iowa. 34. Project Schedule/Project Controls for the Repair - Restoration of Flood Damaged/Shut Down Existing Power Plant Facility – Project Controls Engineer/Project Scheduler for the emergency project. The Project involved construction coordination services as well as other site construction services to put existing coal fired power generation facility back into operation. Some of the project responsibilities involved pulling together activity listings for preconstruction, revising-updating, sorting/grouping into distinct facility


operations phased “breakdown structure”, providing necessary feedback to the respective facility site supervisors/operations personnel and SCI project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction start up, design phases where applicable to new phases, preconstruction procurement activities and construction – installation – commissioning/start up phases. The overall magnitude of the 2008 flood repairs exceeded $20,000,000 at the University Power Plant alone while damages to the University of Iowa overall exceeded $200,000,000. The schedule was put together in Microsoft Project Planner format and involved: (+)Six Hundred Fifty (650) Activities, (+) Twelve (12) Month Baseline – Calendar Period, Forty-Five (45) Main Project Tasks/Divisions and/or Grouping Breakdowns. The project schedule was put together/updated biweekly with client input and posted to a specific to the project website based Share Point. Thermal Energy Corporation(TECO), Proposal Schedule for the Underground South Distribution Piping System – Houston, Texas 35. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. This was a separate project but was to become part of the overall chiller plant piping systems that serve the existing medical facilities/new commercial facilities in place for City of Houston, Baylor College, utilities serving Houston area, Texas department of Transportation. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction/close out-commissioning phase activities. The schedule was put together in Microsoft Project format. Project Schedule Involved: (+)Twenty (20) Activities, + Nine (9) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns. Thermal Energy Corporation(TECO), Proposal Schedule for the Mid Campus Distribution Piping Extension – Houston, Texas 36. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. This was a separate project but was to become part of the overall chiller plant piping systems that serve the existing medical facilities/new commercial facilities in place for City of Houston, Baylor College, Utilities serving Houston area, Texas department of Transportation. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project


principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction/close out-commissioning phase activities. The schedule was put together in Microsoft Project format. Project Schedule Involved: (+)Twenty (20) Activities, + Nine (9) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns. Corp. of Engineers Lock Design Documentation Record (DDR) For the Lock Improvements/Changes at the Upper Mississippi Locks #22 & #25. – Corp of Engineers – Rock Island, Illinois. 37. Project Schedule for the Renovations & Changes to Corp. of Engineers Facility - Performed detailed and comprehensive schedule revisions where schedule changes were performed on existing Corp of Engineers design documentation record. The work involved revising, developing and then converting an existing Corp. of Engineers Microsoft Project Schedule to a new Primavera P3 Schedule file. The existing schedule file included over (500) five hundred activities and over (50) fifty individual phases/groups. The new schedule file after conversion updated all existing project tasks and cost-resource loaded them. New tasks and grouping structures were created along with new resources added another one hundred resources to the existing (125) one hundred twenty five resources to create an updated and accurate schedule and project status. The purpose of the new schedule was to reflect current progress and project future work/costs that are to be started within the next fiscal year. The schedule involved approximately 350 new activities with three (3) distinct levels of breakdown structure (WBS) – i.e. Project Phase, Area-Lock Structure #/ID & Area of Design Performance. Part of this schedule/file conversion would then involve reviewing the scheduled early start, early finish, logic strings and then coordinate the associated schedule information as it would relate to the current activity completed. The project had approximately twenty (20) different areas. The project involved a time frame of (+) six (6) years from the start of schedule calendar to completion of all tasks/DDR. SSAB/(Formally IPSCO Steel) Capital Projects Delivery System (CPDS) – Montpelier, Iowa. 38. Project Delivery System for the Corporate Engineering Department for SSAB - Performed the initial internal estimating/continuation of project management responsibilities as it would relate to the development of the new project procedures and associated project forms. The internal project controls work involved both weekly cost updates and status reports to the client. The project involved developing twenty (20) new procedures and (24) twenty four new forms to provide SSAB management staff a comprehensive format and reference to deliver its respective capital projects.


Jamaica Broilers – Proposal Schedule for Jamaica Broilers to provide Electrical Generation for Existing Ethanol and Agricultural Facilty – Republic of Jamaica. 39. Proposal Schedule for the Facility Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. This project involved the design and installation of a new 60 MW electrical generation facility that would be integrated within an existing production “campus” and go online with existing utility infrastructure. Some of the project proposal responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the financing phases, pre-construction design phase, preconstruction bid/procurement stage and then construction – implementation phases/close out-commissioning phase activities. The schedule was put together in Microsoft Project format. Project Schedule Involved: (+)Fifteen (15) Activities, + Twenty Four (24) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns. University of Iowa Logistics Schedule for Power Plant Construction Management and Coordination – Iowa City, Iowa. 40. Proposal Schedule for the Facility Restoration, Upgrades & Renovations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal and/or response to Request for Proposals (RFP). This project involved the logistics and site coordination for the overall site and concurrent construction activity involving multiple emergency related construction work packages along with new or separate project contracts. Some of the specific project proposal responsibilities involved putting together, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the summary level construction phases. The schedule was put together in Microsoft Project format. Project Schedule Involved: (+)Twenty (20) Activities, + Eighteen (18) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Breakdowns.


Lester Construction Company, Rock Island Arsenal Combined Police and Fire Station Phase 2 - Rock Island, Illinois. 41. Project Controls/Project Schedule for the Phase 2 installations of the new Combined Police/Fire Station Building - Project Controls Engineer/Project Scheduler for the Project. This project involved the remodel of an existing two story – 9,400 SF structure and the new addition of a two (2) story 4,500 SF structure. The overall Contract Value of this work was approximately $3.4 Million Dollars while it was to be completed under a Design/Build contract delivery method to the Corp of Engineers. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a detailed/comprehensive earned value-cost loaded ”work breakdown structure”, then providing necessary feedback to the respective external project share holders-project participants i.e. general contractor, subcontractors, equipment suppliers, project principles/project engineers/design discipline leads for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, procurement phases, and all the detailed construction phases. The project delivery required an Earned Value Management System (EVMS) progress updated schedule format. The schedule was put together in Primavera Project Planner (P3) format per the contract documents. Project Schedule Involved: (+)Five Hundred (500) Activities, + Eighteen (18) Month Baseline – Calendar Period. The project schedule would also be broken down by Responsibilities, Area-“Feature of Work – FOW”, and major Project Milestones. Energy Central Company, Proposal Schedule for Engineering Feasibility Study and Basic Engineering Phases 1 & 2 for the new 60,000 Ton Chiller Plant & Waster Water Treatment Plant – Manama, Bahrain. 42. Proposal Schedule New Facility Installations – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the multi phase pre-construction design phases. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Twenty-Five (25) Activities, + Five (5) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions or Group Breakdowns. The proposal schedule would also be broken down by responsibilities and major project milestones.


University of New Mexico, Proposal Schedule for The Evaluation and Report/Analysis on the Utility Distribution System - Albuquerque, New Mexico 43. Proposal Schedule for the Facility Evaluations & Reporting – Project Controls Engineer/Project Scheduler for the Project Proposal Submittal in response to Request for Proposal (RFP). This project involved the multiple site investigations, analysis and then both preliminary & final reporting on the existing infrastructure to the University of New Mexico. Some of the specific project proposal responsibilities involved putting together, sorting/grouping into a logical ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers for schedule activity logic/duration for the project proposal schedule. Project schedule the study/analysis phases only. The schedule was put together in Primavera Project Planner (i.e. P3) format. Project Schedule Involved: (~)Twenty (20) Activities, + Twenty-One Week (21) Month Baseline – Calendar Period, Three (3) Main Project Tasks/Divisions or Group Responsibility Breakdowns. Eastern Iowa Community College (EICC) – Proposal for the Engineering/Design and Construction Services For The Renovations and Modifications to The Existing Muscatine Community College, Muscatine, Iowa. 44. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for a 35,000sf – 19 ~ 20 Unit additions for the Phase II Student Housing Complex for the existing Community College campus facilities located in Muscatine, IA. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases/bidding phases that would be required for both the additional college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and procurement phases while marking the start of the Construction Phase. The proposal schedule was put together in Primavera Project Planner (P3) format and involved: (+) Fifteen (15) Activities, (+) nine (9) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns.


SSAB - NAD – Proposal for the Engineering/Design and Construction Services For The Research & Development Facility for the Montpelier Iowa Plant Location, Montpelier, Iowa. 45. Proposal Schedule for the Facility Additions - Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the project. The proposal was a joint effort in a competitive bidding format for the design – build project which involved the engineering & design for a 25,000sf – research & development facility for the existing steel production plant owned and operated by SSAB. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases phases. Review of milestones & schedule activity logic/duration for the project proposal schedule. Project schedule involved the overall program including the pre-construction design phases and procurement phases while marking the completion of the Construction Phase. The proposal schedule was put together in Microsoft Project format and involved: (+) Fifteen (15) Activities, (+) twelve (12) Month Baseline – Calendar Period, Three (3) Main Project Phases and/or Grouping Breakdowns. Northwestern University – Proposal for the Engineering/Design and Construction Services For The New Evanston Campus Framework Plan 2009, Evanston, Illinois. 46. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the project. Project involved the multi phase scenario (i.e. 3 separate phases for scheduling) for the engineering & design for the new underground utility corridor system and additions to the existing network at the existing Northwestern University at the Evanston, Illinois campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, bidding phase and construction services that would be required for the additional college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and construction services phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Forty (40) Activities, (+) twenty-five (25) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns.


Corp. of Engineers - Rock Island New Orleans Support (RINOS), 100 year New Frontage Protection for the New Orleans – Louisiana Greater Area/COE Project - Designation WBV-07, Planters Pumping Station, Jefferson Parish, Louisiana - Corp of Engineers – Rock Island, Illinois & New Orleans, Louisiana. 47. Management Support/Construction Services to Schedule for the New Facility Additions-Modifications – Project Controls Engineer/Project Schedule Support for the project designated as WBV-07, Planters Pumping Station located in the existing flood plain of both the Gulf Coast areas and drainage basin of the Mississippi River in greater New Orleans, Louisiana. The project responsibilities involved scheduling services for the designated WBV-07 project construction installations (i.e. Planters Pumping Station) which are to provide a minimum 100 year event flood level protection to the greater New Orleans area. Reference that this said area was devastated during the August 2005 Hurricane Katrina. Modifications and then new facility installations for project involved new concrete T-Wall foundations/flood walls at and around the existing Planters Pumping Station which consisted of nine (9) pumps/pump facilities (72” diameter pumping discharge systems) at adjoining and the existing Algiers Canal. The schedule was put together to meet or exceed the intended overall project completion date milestone of June 1, 2011. Part of the schedule support would involve putting together the construction sequence/schedule and then constructing several scenarios of alternate work/shift calendars (i.e. shift work involving 60 hour work weeks, 72 hour work weeks, 84 hour work week, 96 hour work week, 144 hour work week and 168 hour work week). The construction schedule was put together in Primavera Project Planner (P3) format & converted for client usage into a Primavera P5 format. The schedule involved: (+) Four Hundred Eighty-Five (485) Activities, (18) eighteen (18) Month Baseline – Calendar Period. Three (3) Main Project Phases and/or Grouping Breakdowns. Corp. of Engineers - Rock Island New Orleans Support (RINOS), 100 year New Frontage Protection for the New Orleans – Louisiana Greater Area/COE Project - Designation WBV-11, Belle Chasse 2 Pumping Station, Plaquemines Parish, Louisiana - Corp of Engineers – Rock Island, Illinois & New Orleans, Louisiana. 48. Management Support/Construction Services to Schedule for the New Facility Additions-Modifications – Project Controls Engineer/Project Schedule Support for the project designated as WBV-11, Belle Chasse 2 Pumping Station located in the existing flood plain of both the Gulf Coast areas and drainage basin of the Mississippi River in greater New Orleans, Louisiana. The project responsibilities involved scheduling services for the designated WBV-11 project construction installations (i.e. Belle Chasse Pumping Station) which are to provide a minimum 100 year event flood level protection to the greater New Orleans area. Reference that this said area was devastated during the August 2005 Hurricane Katrina. Modifications and then new facility installations for


project involved new concrete T-Wall foundations/flood walls at and around the existing Belle Chasse 2 Pumping Station which consisted of three (3) pumps/pump facilities (72” diameter pumping discharge systems) at adjoining and the existing Algiers Canal. The schedule was put together to meet or exceed the intended overall project completion date milestone of June 1, 2011. Part of the schedule support would involve putting together the construction sequence/schedule and then constructing several scenarios of alternate work/shift calendars (i.e. shift work involving 60 hour work weeks, 72 hour work weeks, and 84 hour work week). The construction schedule was put together in Primavera Project Planner (P3) format & converted for client usage into a Primavera P5 format. The schedule involved: (+) Two Hundred Fifty (250) Activities, (18) eighteen (18) Month Baseline – Calendar Period. Three (3) Main Project Phases and/or Grouping Breakdowns. Corp. of Engineers - Rock Island New Orleans Support (RINOS), 100 year New Frontage Protection for the New Orleans – Louisiana Greater Area Along Gulf Coast/COE Project - Designation WBV-70/72, Belle Sand Embankment/Levee Wall Tie-ins, St. Charles Parish, Louisiana - Corp of Engineers – Rock Island, Illinois & New Orleans, Louisiana. 49. Management Support/Construction Services to Schedule for the New Facility Additions-Modifications – Project Controls Engineer/Project Schedule Support for the project designated as WBV-70/72, Sand Embankment/Clay Levee Wall Tie-in located in the existing flood plain of both the Gulf Coast areas and drainage basin of the Mississippi River in greater New Orleans, Louisiana. The project responsibilities involved scheduling services for the designated WBV-70/72 project construction installations which are to provide a minimum 100 year event flood level protection to the greater New Orleans area. Reference that this said area was devastated during the August 2005 Hurricane Katrina. Modifications and then new facility installations for project involved clearing and demolition of existing areas, sand embankment installations of over 880,000 cubic yards-3 sections, 967,000 cubic yards of clay levee installations – 4 sections, and then associated fine grading/seeding and finishing for the new earthen/sand levee dike wall systems. The schedule was put together to meet or exceed the intended overall project completion date milestone of June 1, 2011. Part of the schedule support would involve putting together multiple scenarios of the detailed installations of the construction sequence which was then analyzed-modified from initial durations/logic/rationale. Assumptions would be revised and rationale adjusted through construction production rates/constraints so as to meet the targeted completion dates and the 100 year protection criteria. The construction schedule was put together in Primavera Project Planner (P3) format. The schedule involved: (+) One Hundred (100) Activities, (18) eighteen (18) Month Baseline – Calendar Period. Five (5) Main Project Phases, Sub-Phases, Areas and/or Grouping/Sorting Breakdowns to allow analysis.


City of Columbia, Missouri, Proposal Schedule for the New Water Main Distribution System – Columbia, Missouri. 50. Proposal Schedule for the Infrastructure & Upgrades – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 2 separate areas/phases for scheduling) for the engineering & design for the new underground city water transmission system and additions to the existing network at the existing water utility corridor at Columbia, Missouri. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, bidding phase and construction services that would be required for the underground utilities, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal stage would also provide necessary feedback to the respective project shareholders – i.e. project principals, department managers/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and construction services phase. The proposal schedule was put together in Primavera Project Planner – P3 format and involved: (+) Forty-Five (45) Activities, (+) Thirty (30) Month Baseline – Calendar Period, Six (4) Main Project Phases, Five (5) Sub-Phase Breakdowns, Two Area/Location Breakdowns for Grouping/Sorting Breakdowns. Quaker Foods & Snacks – Proposal for the Engineering/Design and Construction Services For The New Gas Fired Boiler, Cedar Rapids, Iowa. 51. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the project. Project involved the multi phase scenario (i.e. 4 separate phases for scheduling) for the engineering & design for the new gas fired boiler and associated and additions to the existing foods production facilities of Quaker Foods & Snacks located at the Cedar Rapids, Iowa. Some of the project responsibilities as proposal scheduler/project controls engineer involved putting together activity task listings/task grouping/task-work breakdown structure for preconstruction, design phases, bidding phase and construction services that would be required for the addition of a the new gas fired boiler, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks, pre-construction tasks and construction administrative tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and construction services


phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Sixty-Five (65) Activities, (+) Seven (7) Month Baseline – Calendar Period, Nine (9) Main Project Phases and/or Grouping Breakdowns. University of Chicago – Proposal for the Engineering/Design and Construction Services For The New Theological Seminary Facility, Chicago, Illinois. 52. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 4 separate phases for scheduling) for the preconstruction, engineering/design and construction administration for the new underground utility corridor system and additions to the existing network at the existing University of Chicago at the Chicago, Illinois campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, pricing-costing phase and construction services that would be required for the additional college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and construction services milestones. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Thirty (30) Activities, (+) twelve (12) Month Baseline – Calendar Period, Four (4) Main Project Phases and/or Grouping Breakdowns. Russell Construction Company, Rock Island Arsenal Building 68 Build Out & Exterior Revisions - Rock Island, Illinois. 53. Project Controls/Project Schedule for the Preliminary Schedule for the installations of the Building 68 - Project Controls Engineer/Project Scheduler for the Project. This project involved the interior – multi-phase remodel of an existing three story – 147,000 SF structure along with the exterior renovations located around all four sides of the existing structure. The overall Contract Value of this work was approximately $13. Million Dollars while it was to be completed under a “conventional” Design – Bid - Build contract delivery method to the Corp of Engineers. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a detailed/comprehensive earned value-cost loaded ”work breakdown structure” for the 90 Day/Preliminary


Contract Schedule contract requirements. Project schedule involved the pre-construction contract administrative phases, procurement/submittal phases, and as well as all the detailed three (1) construction phases. Each of the individual phases, per the contract documents, had an imposed finish/turn over date which was denoted on the schedule of work. The schedule was put together in Primavera Project Planner (P3) format per the contract document requirements and then converted to the specified SDEF (Standard Data Exchange Format) format. The Project Schedule Involved: (+)Hundred-Fifty (150) Activities, + Sixteen (16) Month Baseline – Calendar Period. The project schedule and then each individual task line would also be grouped/sorted by the Category of Work, Contract Line Item designation, Phase of Work and then Area of work. A total of ten (10) project codes of a pre-determined length/type/name were built within the P3 schedule for the ability to transference of data to the Corp. of Engineers Resident Management System (RMS) data gathering system. Penn State University – Proposal for the Engineering/Design and Construction Services For The New High Pressure Steam Line/Utility Corridor Project, University Park, Pennsylvania. 54. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 3 separate phases for scheduling) for the engineering & design for the new underground utility corridor system and additions to the existing network at the Penn State University Campus at the University Park, Pennsylvania campus. Some of the project controls responsibilities involved putting together activity task listings for preconstruction, design phases, bidding phase and construction services that would be required for the additional college facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet/exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases and construction services phase. The proposal schedule was put together in Primavera P3 format and involved: (+) Twenty-Five (25) Activities, (+) nine (9) Month Baseline – Calendar Period, Four (4) Main Project Phases and/or Grouping Breakdowns. University of Notre Dame – Proposal for the Engineering/Design Study For The Long Range Utility Plan and Forecasts, South Bend, Indiana. 55. Proposal Schedule for the Utility Study & Forecast – Project Controls Engineer/Project Scheduler for the project proposal submittal. Proposal/Project involved the multi-faceted study and related utility options/forecasts at the existing University Campus. Proposal was for the Consultant-Professional


Services for the engineering study related to the existing utility systems (i.e. steam, condensate, chilled water, domestic water, storm & sanitary sewer, electrical fault) and the related power generation/utility complex at the University of Notre Dame Campus at the South Bend, Indiana campus. Some of the project controls responsibilities involved putting together activity task listings for engineering study, report documentation, update-direction meetings and professional services that would be required. The proposal schedule would involve multiple revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the engineering tasks to meet/exceed the client provided program-Request for Proposal (RFP)/qualifications milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the project representatives – i.e. project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the engineering study & documentation-reporting phases. The proposal schedule was put together in a Primavera P3 format and involved: (+) Thirty (30) Activities, (+) twelve (12) Month Baseline – Calendar Period. NAVFAC- Fiscal Year(s) 2010-2013 Military Construction Program for the North Ramp Utilities/Parking Addition at the Existing Andersen Air Force Base - US Government, Island of Guam. 56. Schedule for the Modernization/Upgrades to the Existing Air Force Base Facility – Project Controls Engineer/Project Scheduler for the project RFP (Request for Proposal) engineering documentation that related to the four (4) part utility revisions and air craft staging/parking upgrades-changes. Project involved the multi-phase facility changes and specifically related to utility upgrades at the existing/operational Andersen Air Force Base on the Island of Guam. This project would provide the required engineering RFP documentation for +$110 million facility upgrades/changes. The Air Base changes were necessary to support the pending influx and transfer of over 8,000 new military personnel along with their 9,000 dependents from nearby Air bases in Japan. Schedule was summary in nature and then captured the “over all” scope of design that related to the improvements-additions to the existing utility systems (i.e. fire protection, domestic water, storm & sanitary sewer, air craft fuel distribution systems, communications systems, electrical primary, electrical low/medium voltage, cathodic protection etc.) The schedule would also capture the related demolition/additional +1 million square feet of paving for air craft/site improvements – anti terrorism measures/fencing enclosures at the Air base facility. Some of the project controls responsibilities involved putting together activity task listings for engineering deliverables, preconstruction, construction as well as the associated close-out/commissioning tasks involved. This RFP/summary schedule was sorted/grouped into a phased “work breakdown structure - WBS” and then all schedule tasks were coded into the predefined “Standard Data Exchange Format” (SDEF). The schedule involvement for the


RFP documentation would also provide necessary feedback to the project representatives – i.e. architectural consultant/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the schedule. The summary/program schedule was put together in a Primavera P3 format and involved: (+) Twenty-Five (25) Activities, (+) Three (3) Year Baseline – Calendar Period. Note that four (4) separate schedules were put together that captured the RFP documentation for this project. University of Iowa Microsoft Project Schedule Template for Oakdale Renewable Energy Plant (O.R.E.P.) Construction Contract C-01 for Management and Coordination – Iowa City, Iowa. 57. Schedule Template for the Facility Management Usage During the Construction/Installation of the new Chilled Water Systems – Project Controls Engineer/Project Scheduler for the Project Schedule Template for University of Iowa Facilities Management. This project schedule involved the preconstruction and construction installations of the 600 ton chilled water system that was built to integrate along the existing power plant facilities at the University of Iowa Oakdale Campus. The scheduling template would incorporate data from the bid specifications that detailed the overall working timeframe as well as the progressive completion of the +25 interim project milestones. Some of the specific project schedule responsibilities involved putting together the Microsoft Project template file then grouping into main project phases and/or sorting/grouping into a generic ”work breakdown structure”. Project schedule involved the summary level Preconstruction Administrative Phases, Construction Phases and the Project Check Out/Close Out/Commissioning Phases. The schedule template was put together in Microsoft Project format and the schedule involved: (+)Twenty (50) Activities, + Twelve (12) Month Baseline – Calendar Period, Four (4) Main Project Tasks/Divisions or Group Breakdowns. Abbott Laboratories – Proposal for the Conceptual & Preliminary Engineering/Design Services For The Landfill Gas Boiler Conversion Project, Abbott Park, Illinois. 58. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the project. Project involved the conceptual and preliminary engineering phases for the new underground utility/land fill gas (LFG) system and additions/conversions to the existing network at the Abbott Laboratories at the Abbott Park, Illinois. Some of the project controls responsibilities involved creating milestones and activity task listings for the engineering phases that would be required for the additional pharmaceutical facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and aligning the design tasks to meet/exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to


the project representatives – i.e. client/project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. The proposal schedule was put together per Client’s direction/request in Microsoft Project Planner format and involved: (+) Twenty-Five (25) Activities, (+) three (3) Month Baseline – Calendar Period, Three (3) Main Project Phases and/or Grouping Breakdowns. University of Chicago – Proposal for the Engineering/Design and Construction Services For Chilled Water Piping System Modifications Within the Existing Facility Buildings, Chicago, Illinois. 59. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 5 separate phases for scheduling) for the preconstruction, engineering/design and construction administration for the modifications to the Chilled Water Systems at the existing buildings for the underground piping systems network at the University of Chicago at the Chicago, Illinois campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required for these modifications, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Forty-Five (45) Activities, (+) Eight (8) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. HNTB(Howard-Needles-Tammen-Bergendoff)/U.S Army Corp of Engineers, Kattamia Air Base (Egypt), Apache Procurement Program – Middle East District (MED) Design and Construction Schedule for Design/Build Request For Proposal (RFP) 60. Schedule for the Facility Upgrades and Additions to the Existing Air Force Base Facility – Project Controls Engineer/Project Scheduler for the project RFP (Request for Proposal) engineering documentation that related to the proposed improvements to the existing Kattamia Air Base, Egypt. The scope of the project included renovations at existing air base that is utilized for the deployment and support of the Apache Helicopter aircraft. The RFP documents are to used by the U.S. Army Corp of Engineers for the bidding and then contracting for the additional facilities and infrastructure to support the existing


and new facilities not limited to utility revisions and air craft staging/parking upgrades-changes. Project involved the multi-phase facility changes and specifically related to the improvements at the existing/operational Kattamia Air Force Base located in north Africa/Egypt. This project would provide the required engineering RFP documentation for facility upgrades/changes. Schedule was summary in nature and then captured the “over all” scope of design and design programming that related to the improvements-additions to the existing facility and infrastructure. Some of the project controls responsibilities involved putting together the design program/activity task listings for engineering deliverables, preconstruction, construction as well as the associated close-out/commissioning tasks involved. This RFP/summary schedule was sorted/grouped into a phased “work breakdown structure - WBS” and then all schedule tasks were coded into the predefined “Standard Data Exchange Format” (SDEF). The schedule involvement for the RFP documentation would also provide necessary feedback to the project representatives – i.e. architectural consultant/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the schedule. The summary/program schedule was put together in a Primavera P3 format and involved: (+) Twenty (20) Activities, (+) six (6) Month Baseline – Calendar Period. U.S Army Corp of Engineers, Bagram Air Base (Afghanistan), Guard Towers Replacements – Middle East District (MED) Design and Construction Schedule for Design/Build Request For Proposal (RFP) 61. Schedule for the Facility Upgrades and Additions to the Existing Air Force Base Facility – Project Controls Engineer/Project Scheduler for the project RFP (Request for Proposal) engineering documentation that related to the proposed improvements to the existing Bagram Air Base, Afghanistan. The scope of the project included replacement of 15 perimeter guard tower facilities at existing air base that is utilized for the deployment and support of the Afghanistan anti-terrorist campaign. The RFP documents are to be used by the U.S. Army Corp of Engineers for the bidding and then contracting for the design build contract for the replacement guard tower facilities and associated infrastructure to support the new locations of the guard towers. This project involved the multi-phase facility changes and specifically related to the improvements at the existing/operational Bagram Air Force Base located in Kabul, Afghanistan. This project would provide the required engineering RFP documentation for facility upgrades/changes. Schedule was summary in nature and then captured the “over all” scope of design and design programming as well as the bidding process/construction operations that related to the improvements-additions to the existing facility and infrastructure. Some of the project controls responsibilities involved putting together the design program/activity task listings for engineering deliverables, preconstruction, construction as well as the associated close-out/commissioning tasks involved. This RFP/summary schedule was sorted/grouped into a phased “work breakdown structure - WBS” and then all schedule tasks were coded into the predefined “Standard Data


Exchange Format” (SDEF). The output for schedule involved four distinct grouping (i.e. Project Phase, Sub Phase, Area then Category of work. The schedule involvement for the RFP documentation would also provide necessary feedback to the project representatives – i.e. architectural consultants/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the schedule. The summary/program schedule was put together in a Primavera P3 format and involved: (+) One Hundred Fifty (150) Activities, (+) Fifteen (15) Month Baseline – Calendar Period. U.S Army Corp of Engineers, Bagram Air Base (Afghanistan), New Military Police Headquaters Building Replacements – Middle East District (MED) Design and Construction Schedule for Design/Build Request For Proposal (RFP) 62. Schedule for the Facility Upgrades and Additions to the Existing Air Force Base Facility – Project Controls Engineer/Project Scheduler for the project RFP (Request for Proposal) engineering documentation that related to the proposed improvements to the existing Bagram Air Base, Afghanistan. The scope of the project included the installation of the new one story – 14,000 SF replacement facilities at the existing air base that is utilized for the deployment and support of the Afghanistan anti-terrorist campaign. The RFP documents are to be used by the U.S. Army Corp of Engineers for the bidding and then contracting for the design build contract for the replacement and new Military Police Headquarters Building and associated infrastructure to support the new locations of the building. This project involved the multi-phase facility changes and specifically related to the improvements at the existing/operational Bagram Air Force Base located in Kabul, Afghanistan. This project would provide the required engineering RFP documentation for facility upgrades/changes. Schedule was summary in nature and then captured the “over all” scope of design and design programming as well as the bidding process/construction operations that related to the improvements-additions to the existing facility and infrastructure. Some of the project controls responsibilities involved putting together the design program/activity task listings for engineering deliverables, preconstruction, construction as well as the associated close-out/commissioning tasks involved. This RFP/summary schedule was sorted/grouped into a phased “work breakdown structure - WBS” and then all schedule tasks were coded into the predefined COE required “Standard Data Exchange Format” (SDEF). The output for schedule involved four distinct grouping (i.e. Project Phase, Sub Phase, Area then Category of work. The schedule involvement for the RFP documentation would also provide necessary feedback to the respective project shareholders – i.e. architectural consultants/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the schedule. The summary/program schedule was put together in a Primavera P3 format and involved: (+) Eighty (80) Activities, (+) Eleven (11) Month Baseline – Calendar Period.


U.S Army Corp of Engineers, UAE – United Arab Emirates, New Patriot Launch Facility – Middle East District (MED) Design and Construction Schedule for Design/Build Request For Proposal (RFP) 63. Schedule for the Facility Installations – Project Controls Engineer/Project Scheduler for the project RFP (Request for Proposal) engineering documentation that related to the proposed seven installations in the UAE. The scope of the project included the installation of seven independent and separately located Patriot Missile launching facilities. Facilities were located in a variety of “sensitive” areas spread throughout the UAE/Abu Dhabi region next to the northern coastal cities/facilities etc. The Patriot Missiles defense system is an advanced military tool to counter attack/defend against all types of air born threats or strikes whether manned aircraft or ballistic missile in nature. The RFP documents are to be used by the U.S. Army Corp of Engineers for the bidding and then contracting for the design build contract for the installation of the seven (7) Patriot Missile Launch Facility (PLF). This project involved all aspects to create the new facility installations including site work through paving/building installation. This project would provide the required engineering RFP documentation for facility upgrades/changes. Schedule was strictly summary in nature and then captured the “over all” scope of design and design programming as well as the bidding process/construction operations that related to the facility installations. Some of the project controls responsibilities involved putting together the design program/activity task listings for engineering deliverables, preconstruction, construction as well as the associated close-out/commissioning tasks involved. This RFP/summary schedule was sorted/grouped into a phased “work breakdown structure - WBS” and then all schedule tasks were coded into the predefined COE required “Standard Data Exchange Format” (SDEF). The output for schedule involved four distinct grouping (i.e. Project Phase, Sub Phase, Site location/Area (i.e. then main component ) or Category of work. The schedule involvement for the RFP documentation would also provide necessary feedback to the respective project shareholders – i.e. architectural consultants/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the schedule. The summary/program schedule was put together in a Primavera P3 format and involved: (+) Eighty (480) Activities, (+) Four (4) Year Baseline – Calendar Period. University of Illinois, Proposal for the Engineering/Design and Construction Services for the 3

rd Reverse Osmosis (RO) Improvements and Wastewater

Underground Utility Improvements – Urbana-Champaign Campus, Champaign, Illinois 64. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 5 separate phases for scheduling) for the preconstruction, engineering/design and purchase-fabrication (delivery on long


lead items), construction and close out. Schedule involved additions and modifications to the existing steam generation facility and adjoining storm/sanitary sewer systems at the University of Illinois Urbana-Champaign campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required for these modifications, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design and construction phasing tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) One Hundred Sixty (160) Activities, (+) Eighteen (18) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. University of Iowa – Proposal for the Engineering/Design and Construction Services For The Underground Utility and Service Corridor (CCOM) Improvements and Wastewater Underground Utility Improvements – Iowa City, Iowa Campus, Iowa City, Iowa. 65. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 2 separate phases for scheduling-phasing) for the preconstruction, engineering/design and construction administration for the modifications to the electrical/communication underground utility systems for the underground electrical-communications network at the University of Iowa at the Iowa City, Iowa campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required for these modifications, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Fifty-Five (55) Activities, (+) Ten (10) Month


Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. Eastern Michigan University – Proposal for the Engineering/Design and Construction Services For The Building Electrical Renovations with Improvements and Associated Arc Flash Study – Ypsilanti, Michigan 66. Proposal Schedule for the Campus Facility Additions-Modifications at Eight (8) Existing Buildings – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 2 separate design phases, specific construction phase for scheduling-phasing) for the preconstruction, engineering/design and construction administration for the modifications to the electrical building systems for the Eastern Michigan University at Ypsilanti, Michigan. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, design review meetings, documentation phase and construction services. The schedule would layout the plan that detailed all associated work that would be required for these modifications to the existing/operating campus buildings. Responsibilities involved revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates. The schedule involvement for the proposal would also provide necessary feedback to the respective team/project shareholders – i.e. task leads/department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Seventy-Five (75) Activities, (+) Eleven (11) Month Baseline – Calendar Period, Three (3) Main Project Phases and/or Grouping Breakdowns. Trinity University Project – Tracking Schedule for the Thermal Plant Utility Revisions and Site Electrical Upgrades – San Antonio, Texas., Reference SCI Project #23108. 67. Project Schedule for the Campus Revisions & Upgrades – Project Controls Engineer/Project Scheduler for the project. Project involved three (3) plant utility consolidations and campus wide site electrical upgrades. Overall construction budget or client’s value for the mechanical/electrical revisions /upgrades was $15 to $20 million in scope/size. Some of the project responsibilities involved pulling together the task or activity listings for Preconstruction Design program phase, multi part Design phases, Procurement & Bid Phase, Construction Phase and Check Out/Commissioning Phase. The schedule required revising-updating, sorting/grouping into a phased “work


breakdown structure”, providing necessary feedback to the project representatives – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. The schedule was put together for baseline versus project updating in Microsoft Project Planner (MPP) format. The project format involved: (+) (100) Activities, (+) Fifteen (15) Month Baseline – Calendar Period, Twelve (12) Main Project Tasks/Divisions and/or Grouping Breakdowns. Biweekly task hour/labor updates were incorporated into the schedule reporting to keep the respective project participants up to date in terms of labor hours utilized versus the completed percentage of project budgeted hours. Grand Forks Air Force Base – Building 607 Generator Replacements & Chiller Piping & Equipment Upgrades, SCI Project #22399 68. Estimate Take OFF for Cost Estimate for the Facility Upgrades & Renovations – Put together the system component takeoff for the cost estimate for the generator relocations/new chilled water system for Building 607. Project involved demolition of existing building features, demolition of existing mechanical/electrical items, installation of new chilled water equipment, piping, instrumentation & control, new electrical and then building revisions to accommodate the new equipment and their new locations. Project estimate information was developed utilizing Excel spreadsheet and from internal unit cost data base for both materials & labor costs. Illinois State University Project – Project Overview/Tracking Schedule for the Electrical System Revisions and Upgrades – Normal, Illinois., Reference SCI Project #23174. 69. Project Schedule for the Milner Library Electrical Revisions & Upgrades – Project Controls Engineer/Project Scheduler for the project. Project schedule involved the design phase overview for the existing campus library facility. Overall construction budget or client’s value for the campus library electrical revisions /upgrades was $1 to $2 million in scope/size. Some of the project responsibilities involved pulling together the design task or activity listings for Design Program Phase. The schedule required sorting/grouping into a phased “work breakdown structure”. The schedule was put together for a baseline establishment to allow for future project updating in Microsoft Project Planner (MPP) format. The project format involved: (+) (25) Activities, (+) (10) Month Baseline – Calendar Period, Five (5) Main Project Tasks/Divisions and/or Grouping Breakdowns.


Metropolitan Water Reclamation District of Greater Chicago – Proposal for the Engineering/Design and Construction Services For The Infrastructure Renovations with Improvements for the Existing Storm Water System – Chicago, Illinois. 70. Proposal Schedule for the Chicago Area Storm Water Management Systems – Project Controls Engineer/Project Scheduler for the project proposal submittal for the project. Project involved the multi phase design services for preparation of bid/construction documents. Overall Design budget or client’s value for the Professional Consultant Services was $2 to $3 million in scope/size while the separate or subsequent Construction budget for the project was valued at $12 million. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases and the design review meetings. The schedule would layout with a summary task listing the plan that involved all associated design work that would be required for these modifications to the existing/operating Chicago storm water treatment system. Responsibilities involved revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates. The schedule involvement for the proposal would also provide necessary feedback to the respective team/project shareholders – i.e. task leads/department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the detailed breakdown for design phases and was put together in Microsoft Project Planner (MPP) format and involved: (+) One Hundred (100) Activities, (+) Fifteen (15) Month Baseline – Calendar Period, Three (3) Main Project Phases and/or Grouping Breakdowns and Six (6) Project Sub Phases. University of Chicago – Proposal for the Engineering/Design and Construction Services For Chilled Water Piping System Modifications Within the Existing Laboratory Facility Buildings - Chicago, Illinois. 71. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 7 separate phases for scheduling) for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the modifications to the Chilled Water Systems, Compressed Air and data transfer at the existing laboratory buildings for the underground piping systems utility network at the University of Chicago at the Chicago, Illinois campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings from the client’s milestone listing for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required for these modifications, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement


for the proposal would also provide necessary feedback to the project representatives – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Fifty (50) Activities, (+) Twenty-Two (22) Month Baseline – Calendar Period, Seven (7) Main Project Phases and/or Grouping Breakdowns. University of Chicago – Proposal for the Engineering/Design and Construction Services For The Utility Piping System Modifications Within the Existing LASR/PSME Facility Buildings - Chicago, Illinois. 72. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 7 separate phases for scheduling) for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the modifications to the Chilled Water, Compressed Air and Steam/Condensate Systems at the existing LASR/PSME buildings for the underground piping systems utility network at the University of Chicago at the Chicago, Illinois campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings from the client’s milestone listing for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required for these modifications, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the design tasks to meet or exceed the client provided program milestone dates and expectations. The schedule involvement for the proposal would also provide necessary feedback to the project representatives – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Fifty (50) Activities, (+) Twenty-Four (24) Month Baseline – Calendar Period, Seven (7) Main Project Phases and/or Grouping Breakdowns. Alaska Electric & Energy Cooperative (AEEC) – Engineering/Design and Construction Services For Combined Cycle Conversions at Existing Nikiski Steam Generation Plant – Kenai Peninsula/City of Homer, Alaska. 73. Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project schedule/project timing review for the Design/Bid/Build project. Project involved the multi phase scenario (i.e. 6 separate phased milestones/2 separate client driven outages for


scheduling) for the preconstruction, engineering/procurement, bidding/awarding and construction installations for 23,000 SF. Steam-Turbine Generator Plant and 5,000 SF Administrative Offices at the existing Nikiski Steam Generation Plant. The conversion of generated steam to electricity would then produce approximately 80 Megawatts of electricity from the new facility additions. This is the 1

st part of 2 separate plant revisions that AEEC called “Independent Light”

that were to be completed so as to provide “Owned” electric generation capacity and then independence from other electrical power supply sources. Some of the project responsibilities as project controls engineer/project scheduler involved putting together activity task listings/schedule logic as derived or taken from 95% design documents and integrate with the intended targeted dates from the client’s milestone schedule listing for both bidding and then construction. The schedule involvement for the project would also provide necessary information/feedback to the project shareholders – i.e. client representatives, department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project schedule. Project schedule involved the pre-construction phases and construction installation phases. The schedule was put together in Primavera Project Planner (P3) format and involved: (+) One Hundred Fifty (150) Activities, (+) Eight (8) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns. 2

nd part of this project involved putting a 4D schedule analysis together with the

Bentley Navigator V8i Schedule Simulation software. Bothe level 4 then level 3 schedule simulations were put together utilizing the 3D CAD design model. The schedule would capture three dimensional camera views of the “built” project as it changed or was scheduled on a daily, weekly & monthly basis. Comparative views of the schedule were generated by looking at a target 4D target schedule versus the “as built” actual timeline 4D schedule. Initial schedule information was imported from Oracle/Primavera software into the Bentley software to establish a target or “baseline” schedule. Veterans Administration (VA) – Engineering/Design and Construction Services For Boiler Upgrades/Replacements – Iowa City, Iowa. 74. Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project construction phasing diagram (PERT Chart – Logic View) for the Design/Bid/Build project. Project involved the multi phase scenario (i.e. 10 separate construction phases) for the construction installations at the existing VA hospital facility. The boiler upgrades involved 2 existing steam boilers and one additional steam boiler added to the existing/operable hospital facility. The project responsibilities as the project controls engineer/project scheduler involved putting together a logic chart/sequential PERT view diagram of the 10 phase construction sequences.


Project schedule centered on the construction installation phases and the multiple boiler/system commissioning phases. The PERT chart schedule was put together in Primavera Project Planner (P3) format and involved: (+) Fifty (50) Activities, Ten (10) Main Project Phases and/or Grouping Breakdowns. Lansing Board of Water & Light – Proposal Schedule for REO Town Plant Project, Municipal Electrical Generation/Heating Plant – Lansing, Michigan 75. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved a new central heating plant with electrical generation plant facility. New facility was to be built to replace existing outdated facilities that were already in operation in Lansing, Michigan. The new natural gas combined cycle cogeneration facility was to be designed to plant normal output of 108-114 MW. The project also included a 40,000 SF office complex that was integral to the site development for future administration usage. Some of the project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers/project engineers for a RFP schedule activity logic/duration for the project proposal schedule and associated information. Project schedule involved the pre-construction design phase, preconstruction bid/procurement stage and then construction-commissioning phasing activities. The schedule was put together in Primavera Project Planner (P3) format. Project Schedule Involved: (+)Hundred (100) Activities, + Thirty Six (36) Month Baseline – Calendar Period, Seven (7) Main Project Tasks/Divisions or Group Breakdowns. NRG Thermal – Santana Textile Plant, CHP Feasibility Analysis & Preliminary Design – Boiler Plant/Electrical/Infrastructure Project - Edinburg, Texas. 76. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi phase scenario (i.e. 7 separate phases for scheduling) for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the new facility being planned for Edinburg, Texas. Facility schedule incorporated the four designated phases of the process including the bid packaging for overall construction of the facility, preconstruction/procurement of main equipment items and construction sequencing-time line to meet the Client’s required completion date. Some of the project responsibilities as project controls engineer involved putting together activity task listings from the client’s milestones and phases listing for preconstruction, design phases, design review meetings, documentation phase and construction services that would be required. For this phased analysis schedule, responsibilities involved revising-updating, sorting/grouping into a phased “work breakdown structure - WBS” and then aligning the tasks to meet or exceed the client provided program milestone dates and expectations. The


schedule involvement for the proposal would also provide necessary feedback to the project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, procurement milestones, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Microsoft Project Planner (MPP) format and involved: (+) Forty (40) Activities, (+) Eleven (11) Month Baseline – Calendar Period, Four (4) Main Project Phases and/or Grouping Breakdowns. Austin Energy – Proposal Scope of Services & Cost Tracking/Control for the SSC (System Control Center), Project – Austin, Texas. 77. Proposal Schedule & Cost Engineering/Project Controls for the Facility Additions-Modifications – Project Controls Engineer for the project proposal submittal - scope of services document for the project. Project Controls Engineer for the cost tracking and monthly cost update processing. Project involved the monthly cost updating/cost controlling for a multi phase scenario (i.e. 5 separate project phases for cost monitoring/cost controlling) for the construction administrative functions for the new facility being built for Austin Energy in Austin, Texas. Some of the project responsibilities as project controls engineer involved putting together the scope of services detailed listing and then calculating or estimating time/hours required to complete the specific tasks involved for the cost tracking proposal. Cost Monitoring required putting together a custom Excel spreadsheet to track the specific costs on the project and monitor by each specific construction package on a month by month basis. All costs/invoices were then to be forwarded by client then put together within a monthly spreadsheet format for “cost tracking” purposes. The project involved the remodel and new construction of approximately 125,000 ft.² with an overall period of 22 months with 5 separate prime contract packages within an overall project/construction budget of approximately $61 million dollars. Note that the project schedule of values would incorporate over 158 subcontractor/suppliers and over 2,900 schedule of value line items that would be progress updated monthly to provide cost verification to the client. Cost transfer information would be electronically transferred monthly by the Construction Manager (CM @ risk).


Penn State – Proposal Schedule for Steam Tunnel Zone A – Expansion Joint Replacements, University Park Penn State University, Pennsylvania 78. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering project. Project involved the multi phase scenario (i.e. 5 separate phases for scheduling) for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the steam tunnel revisions at the existing Penn State University facility. Proposal schedule incorporated the three design phases of the process including the bid packaging for overall construction of the facility and construction start. Some of the project responsibilities as project controls engineer involved putting together design activity task listings, milestones and design review meetings. The schedule involvement for the proposal would also provide necessary feedback to the project design team representatives – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The proposal schedule was put together in Primavera Project Planner P3 & P6 format and involved: (+) Thirty (30) Activities, (+) Eight (8) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. Sky Energy, LLC - White Stallion Energy Center – Project Summary Schedule – Matagorda County/Bay City, Texas. 79. Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the summary project schedule/project timing review for the Design/Bid/Build project. Project involved the multi phase scenario (i.e. separate phased milestones) for the preconstruction, engineering/procurement, bidding/awarding and construction installations for 1,320 MW Coal Fired-Powered/Steam-Turbine Generator Plant at the new-“green field” Steam Generation Plant in southeastern region of Texas. The facility would involve four equal sized coal fired/steam generation to electricity generation where each of the four units would then produce approximately 330 Megawatts of electricity for the new facility. This preliminary or summary schedule work was the 1

st part for the plant installations that represented a 2.5

$Billion Dollar investment by the White Stallion Energy Center. Some of the project responsibilities as project controls engineer/project scheduler involved reviewing the summary level project schedule. This summary schedule for the project was to be utilized within the design specifications and also then for both bidding and then construction of the four (4) 330 Megawatt electrical generating units. The initial schedule involvement for the project would also provide necessary information/feedback to the respective project shareholders – i.e. client representatives, divisional managers, department managers/ project principles/ project managers/ project designers - engineers for schedule activity


logic/duration for the project schedule. The schedule was put together in Primavera Project Planner (P3) and then converted to a Primavera P6 format(s) and involved: (+) Four Thousand (4,000) Activities, (+) Six (6) Year Baseline – Calendar Period, Detailed Work Breakdown Code Structures, Ten (10) Main Project Phases and/or Grouping Breakdowns that would differentiate at the task level the Unit#, Contract#, Responsibility Designation, Area of Work, Feature or System and Specification Reference. University of Michigan – Proposal & Project Schedule for the Central Power Plant (DCS) Distributed Control System Upgrade Phase II – Ann Arbor, Michigan 80. Proposal & Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the proposal submittal for the respective engineering project. Project involved the multi phase scenario for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the (DCS) Phase II upgrades to be performed at the existing steam generation/heating plant at the University of Michigan facility. Proposal schedule incorporated the three design phases of the process including the multiple bid packaging for overall construction upgrades at the facility and construction phase. Some of the project responsibilities as project controls engineer involved putting together design activity task listings, milestones and design review meetings which then meets and/or exceeds the clients targeted completion dates for the execution of the project. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team shareholders – i.e. department managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The proposal schedule was put together in Microsoft Project Planner so as to comply with the Client’s request for all documents of the proposal to be Microsoft Office Suite compatible. The proposal schedule involved: (+) Thirty (30) Activities, (+) Eight (8) Month Baseline – Calendar Period, Five (5) Main Project Phases and/or Grouping Breakdowns. The subsequent (i.e. after award of the project by University of Michigan) project schedule as detailed within Stanley Consultants Project #23495 was also put together in Microsoft Project format and then would involve (+) Two Hundred (200) Activities, (+) Twenty Four (24) Month Baseline – Calendar Period, Seven (7) Main Project Phases and/or Grouping Work Breakdowns.


Penn State – Proposal Schedule for Power Study & Building One Line Updates – Multiple Building Environment, University Park Penn State University, Pennsylvania 81. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal relating to the engineering project. Project involved the multi phase scenario (i.e. 4 separate phases for scheduling) for the preconstruction, engineering/design, analysis and reporting functions for the power study/one line diagram updates at the existing (10) ten Penn State University facility buildings. Proposal schedule incorporated the four phases of the process which led to the final analysis & final report for the project. Some of the project responsibilities as project controls engineer involved putting together design activity task listings, milestones and design review meetings. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule primarily involved the review of existing conditions, assessment , analyze and study to produce a report of current conditions. The proposal schedule was put together in Primavera Project Planner P3 & P6 format and involved: (+) Twenty (20) Activities, (+) Six (6) Month Baseline – Calendar Period, Four (4) Main Project Phases and/or Grouping Breakdowns. Clark Construction (Part of a CM Proposal to Lansing Board of Water & Light) – Proposal Schedule for REO Town Plant Project, Municipal Electrical Generation/Heating Plant – Lansing, Michigan 82. Proposal Schedule for the new Facility – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the commissioning of a new combined cycle central heating plant with electrical generation plant facility. The new facility was to be built to replace existing outdated facilities that were already in operation in Lansing, Michigan. The commissioning of the new natural gas combined cycle cogeneration facility was that was to be designed for plant normal output of 108-114 MW. The project responsibilities involved putting together, reviewing, updating, sorting/grouping into a ”work breakdown structure”, then providing necessary feedback to the respective project principles/project managers/project engineers for a RFP schedule activity logic/duration for the project proposal schedule and associated information. Project schedule involved only the start up and commissioning phase of the project. The schedule was put together in Microsoft Project Planner format. Project commissioning schedule Involved: (+)Forty-Five (45) Activities, + Ten (10) Week Baseline – Calendar Period, Fourteen (14) Main Project Tasks/Divisions or Group Breakdowns to illustrate the commissioning areas and milestones.


University of Michigan – Proposal & Project Schedule for the Regional Chemistry Chiller Plant – Ann Arbor, Michigan 83. Proposal & Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering project. Project involved the multi phase scenario for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the upgrades/installations for the Regional Chiller Plant to be performed at the existing infrastructure/buildings/facility for central or main campus at the University of Michigan. Proposal schedule incorporated the two design phases of the process including the multiple bid packaging for overall construction upgrades at the facility and construction administrative functions for the phases involved. Some of the project responsibilities as project controls engineer involved putting together detailed design and administrative activity task listings, milestones and design review meetings which then meets the clients targeted completion dates for the execution of the project. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team shareholders – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The proposal schedule was put together in Microsoft Project Planner so as to comply with the Client’s request for all documents of the proposal to be Microsoft Office Suite compatible. The proposal schedule involved: (+) Fifty (50) Activities, (+) Fifteen (15) Month Baseline – Calendar Period, Six (6) Main Project Phases and/or Grouping Breakdowns. Veterans Administration Michael DeBakey Medical Center Combined Heating & Power Plant Facility – Proposal Schedule – Houston, Texas 84. Proposal Schedule for the Facility Upgrades-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the multi design phase scenario for the preconstruction, engineering/design and the bidding/awarding functions for the upgrades/installations for the Combined Heating & Power for the Veterans Administration Michael E. DeBakey Medical Center located at the – Houston Texas. Proposal schedule incorporated the three design phases of the process including the multiple bid packaging for main equipment procurement functions for the phases involved. Some of the project responsibilities as project controls engineer involved putting together detailed design activity task listings, milestones and design reviews. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team stakeholders/shareholders – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators -


engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The proposal schedule was put together in Primavera P6, Version 7/Primavera Project Planner (P3) so to comply with the client’s request for all incorporation into the master schedule documents within the Oracle Primavera schedules. The proposal schedule involved: (+) Sixty (60) Activities, (+) Twenty-One (21) Month Baseline – Calendar Period, Twelve (12) Main Project Phases-Sub-phases and/or Grouping Breakdowns. Veterans Administration Medical Center Gas Turbine Heat Recovery Steam Generator (GT/HRSG) Facility – Proposal Schedule – Dallas, Texas 85. Proposal Schedule for the Facility Upgrades-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering project. Project involved the multi design phase scenario for the preconstruction, engineering/design and the bidding/awarding functions for the upgrades/installations for the Veterans Administration Medical Center located at – Dallas Texas. Proposal schedule incorporated the Construction Document design phase and associated permitting phase of the process. Some of the project responsibilities as project controls engineer involved putting together detailed design activity task listings, milestones and design reviews. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team stakeholders/shareholders – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the design phase and associated milestones. The proposal schedule was put together in Primavera P6, Version 7/Primavera Project Planner (P3) so to comply with the client’s request for all incorporation into the master schedule documents within the Oracle Primavera schedules. The proposal schedule involved: (+) Forty (40) Activities, (+) Nineteen (19) Month Baseline – Calendar Period, Eight (8) Main Project Phases-Sub-phases and/or Grouping Breakdowns. Eastern Illinois University – Request for Qualifications (RFQ) – For Fire Protection & Chiller Unit Engineering Proposals, Charleston Illinois. 86. Proposal Narrative for the Facility Upgrades-Modifications – Project Controls Engineer/Project Scheduler for the project proposal schedule section/submittal for the respective engineering project(s). This involved a comprehensive narrative/description of the Stanley Consultants project controls capabilities, objectives and methodologies as it would then relate to current and “best practices”. The narrative would touch upon the software tools utilized in the


execution of project controls and would also pull from a real world example of an “actualized” project schedule. The example would show or then drive home the point on how project schedules are used – executed – tracked – communicated and then illustrate how project controls becomes an integral approach with project management/construction administration. The schedule or project controls narrative for the proposal with the example schedule would become an integral component with other “core” competencies/areas. This narrative is in direct response to the client’s request to illustrate or show an “real world” example of what has been successful in the last five years with regards to project controls/scheduling. Western Illinois University, Project Schedule for the Brophy & Morgan Halls HVAC System Upgrades/Modifications at Existing Campus Buildings, Macomb, Illinois. 87. Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project schedule Design Development submittal for the respective Design/Engineering/Construction project. Project involved the multi phase scenario for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the HVAC upgrades/installations for the Brophy & Morgan Buildings to be performed at the existing infrastructure/buildings/facility for central or main campus at the Western Illinois University at Macomb, Illinois. Schedule incorporated two design phases of the process including the bid packaging for overall construction upgrades at the facilities and construction administrative functions for the phases involved. Some of the project responsibilities as project controls engineer involved putting together detailed design and administrative activity task listings, milestones and the client design review periods/meetings which then meets the clients targeted completion dates for the execution of the project. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team representatives – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The construction phase was summary in nature with completion milestones and summary tasks shown for overall program. The schedule was put together in Microsoft Project Planner and involved: (+) Thirty-Five (35) Activities, (+) Fifteen (15) Month Baseline – Calendar Period, Seven (7) Main Project Phases and/or Grouping Breakdowns.


University of Minnesota, Project Proposal Schedule for the Old Main Utility Building – Adaptive Use Rehabilitation Project, St. Paul, Minnesota. 88. Proposal Schedule for the Facility Upgrades-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering project. Project involved an eight (8) Phase design and construction administration scenario for the pre-design phase services, preconstruction, engineering/design and the bidding/awarding functions for the upgrades/installations for the new cogeneration (Combined Heat & Power – CHP) to be located within an existing power generating facility on the University of Minnesota St. Paul campus. Proposal schedule incorporated the Predesign Phase, Schematic Design Phase, Design Development Phase, Construction Document Design phase, Environmental Permitting Phase and associated Procurement of Mechanical/Electrical Equipment Phases of the twenty four month process. Some of the project responsibilities as project controls engineer involved putting together detailed design activity task listings, milestones and design reviews. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team representatives – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the both the design phases and associated milestones along with the major construction phases/tasks/milestones and Commissioning summary task. The proposal schedule was put together in Primavera P6, Version 7. The proposal schedule involved: (+) One Hundred (100) Activities, (+) Twenty-Four (24) Month Baseline – Calendar Period, Eight (8) Main Project Design/Construction/Commissioning Phases and/or Grouping Breakdowns. United States Department of Agriculture (USDA) – National Center for Animal Health (NCAH), Building 21 Chiller Project, Ames, Ia. 89. Owner/Construction Inspection Services for the Facility Upgrades-Modifications – On site owner’s representative for the USDA facility project involving the underground chilled water piping project installations at the existing facility buildings #20 & #21. Project involved the installation of the chilled water piping underground from existing chilled water source or equipment at Building #20 then connecting to the existing underground chilled water system piping continuing to the Building #21. Equipment in the Building #20 was previously installed with enough chilled water capacity to provide cooling for existing Building #21 and then allowed the removal/storage of the existing three (3) air cooled water chiller units. Work was scheduled during the winter months and/or when chilled water/cooling capacity was not needed at Building 21 and the “window” of installations ran from November 15, 2011 until April 4, 2012. The new system involved 2 @ 10” underground pre-insulated chilled water lines of


approximately 250 lf in length installed at about 5’6” under grade. Project also involved the removal/storage of the existing air cooled chillers, interior piping modifications for new chilled water piping and associated electrical/controls for the system modifications. Work was carried out at and around a functional laboratory facility with existing and operational utility systems underground passing around/above/below (i.e. sanitary sewer, storm sewer, natural gas, potable water, electrical power cable service, data cable service, fire main piping). Responsibilities during these installations included observations of installations, ensure conformance to the design, over see quality of work and start up performance of system installations, track associated change orders or issues related to the project, maintain current submittal information relating to the installations and review associated quality control reports that are involved with testing of the systems or associated work that is integral to the installations such as granular compaction tests at the pipe bedding. During the course of inspections a bi-monthly report was generated with site photos which would provide observations regarding current progress of project work, future work scope to be performed and issues & questions regarding the site and installations. Project timeline involved from preconstruction meeting kick off to commissioning and the project/contract closeout. Overall project was about 7 months in duration from award/notice to proceed to completion/closeout. Aburtine & Currier/Ft. Drum Refrigerant R-22 Study, Ft Drum Military Facility New York.. 90. R-22 Study for the Existing Facility HVAC Equipment. – Project Controls for the mechanical study submittal for the respective engineering project. Project involved an inspection and condition assessment of the existing 500 HVAC equipment units that were located at the operational military base of FT. Drum located in the state of New York. The report study was broken down into two (2) parts which then had the 1

st report sections covering the assessment of the first

122 units while the second part of the study would cover the remaining 378 HVAC units. The HVAC on the existing military base varied from 2 or 3 ton air conditioning condensers for a specific room to a (+) 200 ton chiller systems serving an entire facility building. The study would involve putting the gathered data into an all-inclusive and organized Access database with supplemental Excel spreadsheet cost information of the HVAC unit replacement costs. The database would cover each one of the units in detail while listing separate “field names” for information or specifics that related to such items as unit manufacturer, unit size/cooling capacity, unit refrigerant quantity, unit model number, unit age and manufacture date, assessed unit condition and then a priority designation scale from (1 to 5) was assigned to each of the units for replacement (1) being the most important units that require immediate replacement). In all, there were approximately 70 different database “fields” of information detail per each of 500 HVAC units. This information was then correlated with each of the unit photos for future use and identification purposes.


The basic purpose of the study was to assess and prioritize for the client the replacement of all the base’s existing 500 HVAC units for the up and coming fiscal years. University of Michigan – Proposal & Project Schedule for the Deaerator Upgrades for the Central Power Plant – Ann Arbor, Michigan 91. Proposal & Project Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering project. Project involved the multi phase scenario for the preconstruction, engineering/design, bidding/awarding and construction administrative functions for the upgrades/installations for the Central Power Plant for the existing infrastructure/buildings/facility for central or main campus at the University of Michigan. Proposal schedule incorporated the two design phases of the process including the bid packaging for overall construction upgrades at the facility and construction administrative functions for the phases involved. Some of the project responsibilities as project controls engineer involved putting together detailed design and administrative activity task listings, milestones and design review meetings which then meets and/or exceeds the clients targeted completion dates for the execution of the project. The schedule involvement for the proposal would also provide necessary feedback to the respective project design team representatives – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Project schedule primarily involved the pre-bid/pre-construction design phases and associated milestones. The proposal schedule was put together in Oracle-Primavera Enterprise Project Management P6 version 7. The proposal schedule involved: (+) Fifty (45) Activities, (+) Thirty-two (32) Month Baseline – Calendar Period, Four (4) Main Project Phases and/or Grouping Breakdowns with Two sub-phase categories. City of Ames, Iowa – Proposal Schedule for the Energy Resource Options Study – Ames, Iowa 92. Proposal & Project Schedule for the Energy Study – Project Controls Engineer/Project Scheduler for the project proposal submittal for the respective engineering study. This proposal was for the City of Ames, Iowa and their respective or existing Electrical/Steam as well as distribution network for power/energy. Some of the project responsibilities involved putting together activity milestone listings to illustrate key target dates relating to the Energy Study. Project schedule involved the Engineering study milestones and Owner review/progress meeting timeframes. The proposal schedule was put together in Oracle-Primavera Enterprise Project Management P6 version 7. And involved: (+) Thirty-Five (35) Activities, (+) Eight (8) Month Baseline – Calendar Period, Two (2) Main Project Phases and/or Grouping Breakdowns. The schedule


involvement for the proposal would also provide necessary feedback to the respective project design team representatives – i.e. department/divisional managers/ project principles/ project managers/ project designers/marketing proposal coordinators - engineers for schedule activity logic/duration/appearance for the project proposal schedule. Part of the follow up process involved an extended/”all day” type presentation and interview session with the client to review proposal details. The scheduled timeline with associated detailed tasks/breakdown/organization became part of the extended presentation. University of Illinois, Proposal Schedule for the Abbott Power Plant Boiler #4 Replacement – Urbana-Champaign Campus, Champaign Illinois 93. Proposal Schedule for the Facility Additions-Modifications – Project Controls Engineer/Project Scheduler for the project proposal schedule submittal. Project involved the multi phase scenario for the preconstruction, engineering/design and purchase-fabrication (delivery on long lead items), construction and close out. Schedule involved additions and modifications to the existing steam generation facility and adjoining underground utility systems at the University of Illinois Urbana-Champaign campus. Some of the project responsibilities as project controls engineer involved putting together activity task listings for preconstruction, design phases, construction phases and then aligning the design and construction phasing tasks to meet or exceed the client provided program milestone dates. The schedule involvement for the proposal would also provide necessary feedback to the respective project shareholders – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phases, construction services milestones and project close out-commissioning phase. The proposal schedule was put together in Oracle-Primavera Enterprise Project Management P6 version 7. And involved: (+) Fifteen (15) Activities, (+) Forty-two (42) Month Baseline – Calendar Period, Two (2) Main Project Phases and/or Grouping Breakdowns. Eastern Iowa Community College (EICC) – Proposal for the Engineering/Design and Construction Services For The HVAC Replacement at the Gaekle Hall Facility, Muscatine Community College Campus, Muscatine, Iowa. 94. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the engineering & design for the new HVAC system for the existing building – Gaekle Hall facilities which currently housed general classrooms and offices. Total of about 16,000sf of space relates to the existing college facility located on


the Muscatine Campus of the Eastern Iowa Community College. Some of the project responsibilities involved putting together activity listings for preconstruction and design phases that would be required for the new educational/college additions - facilities, revising-updating, sorting/grouping into a phased “work breakdown structure - WBS”, providing necessary feedback to the respective project representatives – i.e. department managers/ project principles/ project managers/ project designers - engineers for schedule activity logic/duration for the project proposal schedule. Project schedule involved the pre-construction design phase and bidding phase. The proposal schedule was put together in Oracle/Primavera P6 format and involved: (+) Twenty (20) Activities, (+) Six (6) Month Baseline – Calendar Period. Southern Mississippi Electric Power Association (SMEPA) – Proposal for the Engineering Services For The HVAC Replacement at the Morrow Repower Project, Hattiesburg, Mississippi. 95. Proposal Schedule for the Engineering Study at the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the preliminary engineering scope of services for the multi-step/multi-phase initiative to perform extensive generating revisions at the existing 408 megawatt coal fired power generating facility. This engineering study would involve the first steps in a process that would be spanning over the next several years and then culminating with a targeted completion by the year 2023. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase milestones. The schedule in the RFP would be required to layout these necessary revisions to the existing power generation facility, revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the proposal schedule. The RFP proposal schedule involved the pre-construction design phase, bidding/procurement phase and summary construction milestones. The proposal schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Twenty-Six (26) Activities, (+) Five (5) Year Baseline – Calendar Period. Prairieland Energy Inc. – Schedule for Natural Gas Pipe Line Multiple Alternate Routing – Chicago, Illinois. 96. Schedule for the Pipeline Multiple Routing Alternates – Project Controls Engineer/Project Scheduler for the project schedule submittal. Project involved (3) three alternate natural gas underground pipeline routes which ranged from six to seven miles in length through the southern regions/suburbs of Chicago Illinois. The schedules would provide comparison of the project timeline as it


would relate to the Engineering and Construction Phases for each of the pipeline route alternates. Some of the project schedule responsibilities involved putting together activity listings for the preconstruction/design phases and then detail the individual piping segment installation/construction phases. The schedule would allow evaluation and then comparisons for each route layout. As the project controls lead, I was responsible for the associated revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the schedule. The schedule involved the pre-construction design phase and alternate/multiple routing construction phases. The schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Sixty-Five (65) Activities, Four (4) Main Project Phases, Three (3) Sub-phases (+) Two (2) Year Baseline – Calendar Period. Fremont Department of Utilities, Lon D. Wright Power Plant – Proposal Schedule for the Air Quality Control System (AQCS) Design and Construction Administration Project, Fremont, Nebraska. 97. Proposal Schedule for the Engineering Study at the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the complete engineering scope of services for the multi-unit/existing (3) three unit (16.5 MW, 22.0 MW & 91.5 MW) coal fired power generating facility. The engineering and construction administration would involve all required steps in a process that would involve design, bidding, evaluation of proposals & then construction administrative services involved with the Engineer Procure & Construct (EPC) contract. The AQCS installations would be spanning over several years and then culminating with a targeted completion by the year end 2014. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase tasks & milestones. The schedule in the RFP would be required for the necessary multi-phase revisions to the existing power generation facility. The project controls process involved revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the project representatives – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the proposal schedule. The RFP proposal schedule involved the pre-construction design phase, bidding/procurement phase and overall summary construction task. The proposal schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Twenty-Nine (29) Activities, (+) Thirty (30) Month Baseline – Calendar Period.


East Kentucky Power Cooperative (EKPC), Dale Station Power Plant – Proposal Schedule for the Air Quality Control System (AQCS) & Boiler Replacement Design and Construction Administration Project, Clark County & Pulaski County Kentucky. 98. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal schedule submittal. Project involved the complete engineering scope of services for the multi-unit/existing 330 MW coal fired power generating facility. The boiler replacements & AQCS installations would span several years and then culminating with a targeted completion by August 2015. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase tasks & milestones. The schedule in the RFP would be required for the necessary multi-phase revisions to the existing power generation facility. The project controls process involved authoring-revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the proposal schedule. The RFP proposal schedule involved the pre-construction design phase, bidding/procurement phase and overall summary construction task. The proposal schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Fourteen (14) Activities, (+) Thirty-six (36) Month Baseline – Calendar Period. East Kentucky Power Cooperative (EKPC), Dale Station Power Plant – Proposal Schedule for the Unit 4 Repowering Design and Construction Administration Project, Clark County & Pulaski County Kentucky. 99. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal schedule submittal. Project involved the complete engineering scope of services for the multi-unit/existing 330 MW coal fired power generating facility. The Unit 4 Repowering installations would be spanning over several years and then culminating with a targeted completion by August 2015. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase tasks & milestones. The schedule in the RFP would be required to fully illustrate the necessary multi-phase revisions to the existing power generation facility. The project controls process involved revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the proposal schedule. The RFP proposal schedule involved the pre-construction design phase, bidding/procurement phase and overall summary construction task listing. The proposal schedule was put together in Oracle/Primavera P6 version 7.2 format


and involved: (+) Fourteen (14) Activities, (+) Thirty-six (36) Month Baseline – Calendar Period. City of Grand Island, Platte Generating Station Unit 1 – Proposal Schedule for the AQCS Retrofit EPC Project, Grand Island, Nebraska. 100. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal submittal. Project involved the complete engineering scope of services for the unit #1/existing 100 MW coal fired power generating facility. The engineering and construction administration would involve all required steps in a process that involved design, procurement, & then construction administrative services. The Unit 1 AQCS installations would span over several years with two (2) planned outage periods to tie-in the new Air Quality Control Systems (AQCS) and then culminating with a targeted completion by April 1, 2015. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase tasks & milestones. The project controls process involved revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the proposal schedule. The RFP proposal schedule involved the pre-construction design phase, bidding/procurement phase and overall summary construction task listing. The proposal schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) 25 Activities, (+) Thirty-two (32) Month Baseline – Calendar Period. Muscatine Power & Water – Proposal Schedule for the Engineering and Construction at Unit 8 Environmental Compliance Requirements – Muscatine, Iowa. 101. Proposal Schedule for the facility Unit 8 Environmental Compliance Project – Project Controls Engineer/Project Scheduler for the project schedule submittal. Project involved all required design, engineering and construction at the existing facility to bring the coal fired power generation facility “in line” with current environmental requirements/standards. The schedule would provide a comprehensive timeline as it would relate to the Engineering, Construction and Commissioning Phases. Some of the project schedule responsibilities involved arrangement/coding of the activity listings for the preconstruction/design phases and then overall installation/construction phases. The schedule would allow coordination and the evaluation of the various engineering and construction personnel involved. As the project controls lead, I was responsible for the associated revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/


project designers – engineers) for schedule activity logic/duration for the schedule. The schedule involved the pre-construction design phase, construction phases and then commission tasks involved. The schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Seventy-Nine (79) Activities, Five (5) Main Project Phases, Eight (8) Sub-phases and a (+) Thirty Month (30) Baseline – Calendar Period. Iowa Fertilizer Company (IFC)/Orascom – Schedule for Design Services for the New Facility Installations – Lee County Iowa/Keokuk, Iowa. 102. Design Schedule for the new fertilizer plant facility – Quality Control/Quality Assurance. Project Controls Engineer/Project Scheduler for an initial design project schedule submittal. Project involved new “greenfield” fertilizer plant encompassing approximately 375 acres with a total value over $1.5 billion. The scope of services involved providing design to coordinate the site development and surrounding road, rail, site drainage, electrical, natural gas, communications, water utility infrastructure needs for the new manufacturing facility installations that would be utilized to produce agricultural fertilizer. The design schedules would provide multiple design project timelines as it would relate to the Engineering and Permitting Phases required for the new production facility and then integrate with the production design and construction entities involved such as Uhde, Tecnimont, Matrix Industrial Services and the Weitz Company. Some of the project schedule responsibilities involved putting together design and permitting activity listings for the preconstruction/design phases. The schedule would allow evaluation and then integration of the international design entities along with the needs for local utility coordination. As the QA/QC project controls lead, I was responsible for the associated revising-updating, sorting/grouping into a multi-phased “work breakdown structure - WBS”, providing necessary feedback to the respective project team – (i.e. department managers/ project principles/ project managers/ project designers – engineers) for schedule activity logic/duration for the schedule. The schedule involved the pre-construction design phase and alternate/multiple packages for the eventual construction packages - phases. The schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) one hundred (100) initial Activities, Ten (10) Main Project Phases, Twenty (20) Sub-phases/Work Breakdown Structures (+) One (1) Year Baseline – Calendar Period. Indeck Energy Services, Inc. – Proposal Schedule for the Conceptual Design & Cost Estimate for the Gas Turbine Power Plant – Buffalo Grove, Illinois. 103. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal schedule submittal. Project


involved the engineering scope of services for the conceptual design & cost estimate for the future 600 MW power generating facility. The engineering and preconstruction services would involve the needed detail of the design along with the necessary budgetary opinion/cost estimate involved for the gas powered combustion turbine project. Some of the project responsibilities involved formatting/revising the schedule information from the existing task activity listings for use in the proposal. The RFP proposal schedule involved only the conceptual design phase task activities. The proposal schedule was put together in Microsoft Project Planner version 2010 and involved: (+) Thirty (30) Activities, (+) Twelve (12) Week Baseline – Calendar Period. Edgewater Unit 5 @ Wisconsin Power & Light/Alliant Energy – Proposal for Air Quality Control System for EPC to Alberici Constructors – Sheboygan, Wisconsin 104. Proposal Schedule for the Facility Revisions – Project Controls Engineer/Project Scheduler for the project proposal schedule submittal for the project. Project involved the complete engineering & procurement scope of services for the multi-unit/existing 825 MW coal fired power generating facility (i.e. operational units #3,#4 & #5). The design schedule would involve all required steps in a process that would involve design, procurement, & then construction administrative services involved with the project. The new Air Quality Control System (AQCS) for Unit 5 installations would be spanning over 30 months and then culminating with a targeted completion by November 2016. Some of the project responsibilities involved putting together activity listings for pre-award, preconstruction, design and summary level construction phase tasks & milestones. The schedule would be required for the necessary multi-phase revisions to the existing power generation facility. The project controls process involved Earned Value Management (EVM) system, resource loading by individual task level, sorting/grouping into a multi-phased “work breakdown structure - WBS”. The developed resource loaded schedule (i.e. for EVM) involved the pre-construction design phase, bidding/procurement phase and overall summary construction/commissioning tasks. The schedule was put together in Oracle/Primavera P6 version 7.2 format and involved: (+) Fifty (50) Activities, (+) Thirty-six (36) Month Baseline – Calendar Period.

• City of Davenport - Davenport, Iowa City of Davenport’s Project Manager, Engineering Representative and Site Engineering Representative for the installation of the following Major Projects - see Resume for other details of responsibilities (i.e. the Construction Management responsibilities that would be involved) on these projects that were completed for the city’s Public Works facility – Engineering Division.


1. West Side Diversion Tunnel (WSDT) Contract II - Tunneling section and the 2

nd phase for the City of Davenport’s new sanitary piping system West

Side Diversion Tunnel (WSDT) project. Contract scope started at the entrance shaft #1 of 9

th & Wilkes Street and tunnels/extends underground to

green space area south of Williams Intermediate School and west of Division Street. Overall, the project involved about 7,450 lf of 60” diameter sanitary piping. The tunneling involved an entrance shaft and four (4) vertical shafts for excavation/materials distribution. The project would then also involve the top ground level restoration involving city walks, streets and associated utilities that were affected in the various city neighborhoods at the respective five (5) shafts/entrance locations. Project costs were approximately $18,750,000 with the seven (7) change orders that were involved. 2. West Side Diversion Tunnel (WSDT) Contract III – “Open Trench” portion (i.e. the last of the three contract phases) that connects to the Contact II Tunneling section for the new sanitary piping system West Side Diversion Tunnel(WSDT. Contract starts at the point where Contract II Phase ends at the green space area south of Williams Intermediate School and west of Division Street and extends underground to Silver Creek/bike path bridge tie-in to existing 42” sanitary system. Total length of new 72” diameter underground sanitary equates to about 3,300 lf. The project scope also included 3 cast in place concrete underground structures and new 100 lf concrete culvert for the Duck Creek crossing. The project also involves 885 lf . of 15” storm sewer piping, reconstruction of about 1,800 lf of City of Davenport’s main bike path. Project costs were approximately $4,820,000 with the two (2) change orders that were involved. 3. Water Pollution Control Plant/Sewage Treatment Plant Roof Replacements – Project involves the reroof of two (2) of the City’s sewage treatment plant buildings - Digester Building and main Control Building. The work at the Digester Building also then includes a new aluminum hand railing system around the entire perimeter of the building. Overall roof area at the two (2) buildings includes about 10,600 sf of new membrane/tapered insulation. Project costs were approximately $244,000 with the two (2) change orders that were involved.

4. Modern Woodman Ball Park – Ferris Wheel Installations – Project involves the foundation installations, associated area improvements and required electrical/control for the new 90 foot tall ferris wheel ride for the River Bandits baseball park. The actual ferris wheel ride is supplied/installed through the River Bandits Baseball team owner while installations are coordinated by the City of Davenport. Designer/supplier of the ferris wheel is Chance Rides Inc. of Wichita, Kansas. All concrete work/area paving/electrical work and associated improvements to the grounds for the new ferris wheel ride are to be supplied/coordinated by the City of Davenport


through four (4) individual contracts. Project costs were approximately $563,000. 5. City Compost Facility, Biofilter Improvements – Project scope involves the replacement of existing bio-filters at the Compost Facility. The four bio-filters are to be replaced one at time and each new cell/bio-filter to be commissioned/operational before beginning the next cell unit. The biofilters function as odor control at the facility which consists of compost building exhaust air and aerated static pile process air being collected and treated through 8 organic media (wood chip based) biofilter cells. The City of Davenport’s Compost Facility has been in continuous operation since 1995 to process dewatered wastewater solids from the City’s wastewater treatment plant and yard wastes from Scott County, Iowa. Each of the eight cells has a design capacity of 26,250 CFM for an overall design capacity of 210,000 CFM. Project costs were approximately $2,500,000 while the schedule involved an 9 month installations process. 6. City of Davenport Sanitary Sewer Lateral Program – Project involves the repair and replacement of individual residential sanitary piping. The city put this city wide program in operation as a means to repair the infrastructure and then relieving the individual residents the responsibility. This program allows the city to control the installations and maintenance while helping the home owners keep a functioning system. Project costs were approximately $1,000,000 per fiscal year while involving about 150 different locations in and around the city. 7. City of Davenport Parks Department Credit Island Lodge Reconstruction – Project involves the restoration of a 13,000 SF 2 story 90 year old masonry and wood frame facility that was ravaged from a devastating fire. The design would not only bring the facility back to a working order but allow it to be operational in the Mississippi floodway. The new design would then provide for a floodable structure yet be functional as it was before the fire damage took place. Project budget for the reconstruction was approximately $1,000,000 while the design costs were about $155,000. Anticipated an eight (8) month reconstruction process unless interrupted by the yearly flooding events from the river. 8. Water Pollution Control Plant/Sewage Treatment Plant Engine After-Cooler Piping/Coolant System – Project scope currently involves the design for the replacement the currently in operation after cooler system. Note that current operation of the system is marginal during peak heating/summer conditions and then becomes totally non-operational when the heat transfer is non-existent when the aeration tanks are not in use/shut down. New design of this after cooler system is to allow the existing two (2) 820 KW engine/generators to operate continuously with or without the aeration tanks and/or during the summer peak heat conditions. Project design and


construction costs were approximately $275,000. Overall schedule involved about 6 months while system tie-ins and installations were closely coordinated with the city’s operational sewage treatment facility. 9. Transload Rail Facility & Rail Connection Swich/Siding – Project scope involved the $8.9 million green field installations of rail road receiving than reloading to semi truck haul facility. This 16.0 acre facility was the 1

st of kind

for the City of Davenport and would add to the existing operations that have been built under the guise of the Greater Davenport Redevelopment Corporation (GDRC). The facility tied in the existing rail main line operated by the Canadian Pacific Rail (CPR) with new switching, spur line connections as well as the new installations of a 1,400 lf of rail siding for the eventual switch back of rail cars during receiving/unloading operations. These installations included the coordination of a new access roadway that then tied into the existing roads as well the all the required utilities (electric, gas, water, storm sewers & sanitary sewers). The site was surcharged with approximately 95, 000 cubic yards and 12’ high soils pile while then being continually monitored for 10 weeks for compression/settlement. New rail road sections were constructed into the rail transload facility (i.e. 3 individual rail sidings) that would total to about 4,200 lineal feet. Other improvements included exterior thickened concrete paving for storage, warehouse building/office, interior concrete paved areas for unloading from rail cars, dock areas for moving from storage to semi/truck vehicles, concrete containment area for staging liquid rail cars that were to be unloaded to truck tan trailer, new paved access roadway, landscaped all affected areas at roads/buildings etc. 10. Central Station – Historical Remodel & New Facility Installations – Project scope involved the $15.2 million dollar facility installations to remodel/addition to the existing +110 year old Central Station/Station #1. This was the City of Davenport’s original fire station located downtown on the 4

th

and Scott streets one block diagonal from the existing City Hall. This project involved the total remodel of the plus hundred year old historically registered fire station of approximately 13,800 gross square feet and then the installation of the new two (2) story fire station addition of approximately 21,000 square feet. Total gross square feet of the remodel/new area was just under 35,000 square feet. The entrance to the new facility installations had to coordinated with existing properties and then require partial demolition to the southern most existing building that housed the operational equipment to the the Fire Department at Station #1. This new facility would be constructed and then occupied before the remodel to the existing/operational side. Overall construction timing of these new/remodeled areas would take place over the span of approximately two (2) years.

PROJECT-Details_Attach_B_Jim Benge 6-14

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