RESPONSIBILITIES - Management and co-ordination of all construction and TAR aspects of the rehabilitation and upgrade of the Rumaila oilfield, both for daily operations and multiple concurrent projects - Leading a team of contract supervisors/ co-ordinators, managing all oil and source-water projects, including degassing stations rehabilitation, flow lines installation, oil manifolds manufacturing and installation, tanks construction and water treatment packages installations, vessel repair program and TARs - Monitoring and reporting project performances to key stakeholders - Planning, directing, co-ordinating and budgeting, through subordinate supervisory personnel, activities concerned with construction and maintenance - Participating in the conceptual development of construction programs and overseeing their organisation, scheduling, and implementation - Evaluating construction methods and determine cost-effectiveness of plans. - Liaising with Procurement Supply Chain Management PSCM from purchase requisition through to contract placement on all construction and material packages - Liaising with finance on annual Work Plan & Budget (WP&B) - Heavily involved in Area Detail Plan (ADP) multi-discipline & multi departmental activities 1 to 5 year schedules - Development and management of Vessel Repair Team to fall in line with Integrity Teams fitness for service dates per vessel FFS

Job promotion due to my construction and TAR experience within the industry once I had set-up the completions manager department, I was offered a promotion.The R&Rs started off as the TAR Manager but then developed into a dual role for 5 years.TAR budget control and forecast.Delivering over 30 major TARs and 50 pit-stops.Delivering projects such as PWD (produced water disposal on 9 degassing stations) 10 oil metering stations plus 3 metering upgrades. DS2 train 2 Oil separation train first one ever done by BP overseas.Delivering over 500 MOCs (management of change) major and minor designs changes to improve safety critical systems and operations, improve production and enhance degassing station operations and plant integrity.Developing and implementing CVP (capital value process) per TAR.Developing and implementing Bookies Boards Pre-TAR/TAR and Post TAR work scopes/Schedules.Interfacing and integrating all departments all major projects into an integrated TAR plan.Building up a TAR team.Building a construction team to international standards from scratch.Construction budget control and forecasts.Delivering projects such as PWD (produced water disposal on 9 degassing stations) 10 oil metering stations plus 3 metering upgrades. DS2 train 2 Oil separation train first one ever done by BP overseas.Delivering over 500 MOCs (management of change) major and minor designs changes to improve safety critical systems and operations, improve production and enhance degassing station operations and plant integrity.Managing multi-discipline mechanical completion leading commissioning to eventual handover to operations.Comprehensive knowledge of all mechanical disciplines gained from both a supervisory and management levels from construction to commissioning.Experienced on contract structure and cost management.

Working within the operations department due to my construction and completions experience, the operations department at the time were receiving poor quality construction work with no QA/QC in place, improving over a period of time the quality of construction and QA/QC within all departments and local and international contractors.Developing local contractor’s skill set to international standards.Introducing local contractors to international specifications/standards/procedures/processes.Developing and implementing GOC light management integrity systems for the VP Minor Projects Construction Department.Developing and implementing GOC light management integrity systems for all local and international contractors.Developing GOC handover dossiers.Developing schedules and detailed plans including 7 day and one month look ahead. Primavera planning tools used.Developing construction trackers.Developing completions trackers to include MC1 acceptance and official sign off (by me).Improving POP time (put on production) for flow line installation and hook up, when I arrived 1 or 2 flow lines per month delivered, I improved over 9 months we were averaging 9-10 flow lines per month.Setting up weekly construction meetings and monthly training sessions with local and international contractors to assist with improving multi-discipline trade skill sets and improve competency levels.Generating hydro-test procedures for piping systems.Generating as-built drawings and red line mark up and teaching contractors how to present these.Developing risk assessments and safe systems of work, interpreting and advocating site policies and procedures to other workers with minimum supervision.

Implementing and setting up GOC database including population and review of all engineering data prior to upload. Liaising with commissioning to develop mechanical boundaries, systems and sub-system limits. Liaising with client and contractors ensuring an efficient handover and database that aligns greenfield with brownfield scope. Managing budget and GOC performance and worked within budget demands. Ensuring timely delivery of Mechanical completions through to commissioning and handing over to Operations.Implementing and supporting effective working practices and systems as required to continuously improve product delivery.Supporting and improving team performance by sharing knowledge and best practices. Completing all activities in a timely accurate and efficient manner in accordance with procedures and work instructions.

Stepping away from Construction to help BP develop the QEDI GOC Management Integrity System.Delivering the Project to Mechanical Completion and handing over to the commissioning team. Liaising with construction, engineering and commissioning teams to ensure the mechanical completion of all disciplines. Overseeing the data entry in the GOC Management Integrity Database. Liaise with design engineers to resolve technical issues. Overseeing the breakdown of full systems into sub systems acceptable to commissioning. Managing the content of the MC meetings, develop construction trackers and outstanding work/punch lists for tracking progress.

Ensuring the timely completion of the project schedule. Coordinating the activities of multi discipline site contractors, and a project team of over 150 site personnel including construction, engineering, NDT and inspection teams. Involved from base design and engineering through all aspects of field design and construction including handover to commissioning and final handover to operations. Assisting with all aspects of H.S.E. from technical safety through to site assistance.