Peter Abbott Email and Phone Number

Working on one of Saudi Arabia's prestigious giga projects, playing a key role in the delivery of the project and realising of Vision 2030.Leading the team responsible for the production and management of the City Infrastructure section of the Integrated Master Schedule (IMS), including utilities, mobility, ICT, security, logistics and more. The development schedules are received from the City work streams, reviewed and interrogated before incorporating into the IMS. Managing the interfaces between the different City work streams and the District schedules, understanding and implementing key interdependencies and sequencing in the IMS, strategic planning across the city ensuring critical relationships are understood, key dates are met and potential issues addressed. Also undertaking the role of Director of Planning for the City Infrastructure Planning Team, creating and managing the development programs for each of the City Infrastructure work streams. Managing the team’s workload and responsibilities, interrogating the development programs for completeness and understanding the interfaces and interdependencies between City/City and City/Districts. Providing guidance and assistance to the team and facilitating information flow between City, Districts and senior management.Member of the TBH Middle East Senior Leadership Team, providing guidance and direction as part of the strategic planning and expansion of the company and development of future leaders.

Managing the planning team responsible for 2 packages within the London Power Tunnels 2 Programme Enterprise for National Grid, undertaking the design and construction of 7 shafts and 32km of tunnels, headhouses and M&E works with a value of approximately £500m under NEC4 contract.Responsible for the production, change, progress and management of a programme for each package used in collaborative planning with both the client and contractors to agree interfaces, explore opportunities and manage the integrated programme - ensuring best outcome for the project.Reporting to the Project Director, I form part of the senior management team responsible for running the project and interfacing with both the JV and National Grid Board members. Forming and managing important relationships with the client’s site team for progression of the project, including negotiating with the client regarding programme sequences, contract requirements, change and performance payments.Responsible for recruitment, training, development and performance of the planning team to contribute to the optimum operation of the project by providing accurate and relevant information, driving productivity, anticipating pinch points and providing solutions to deliver the project to cost and programme and exceed client expectations.Monitoring project performance using EV, critical path and programme performance methods to evaluate project status against plan and accurately forecast future works and spend profiles. Undertaking change control and baseline management on both internal and sub-contractor programmes. Responsible for the production of monthly reports for both the JV Board and National Grid, making sure content is accurate and informative.Interfacing with project teams and sub-contractors to discuss progress, difficulties and opportunities - evaluating information to produce accurate forecasts, foresee potential issues and work around existing complications.

Reporting to the Project Controls Manager, I managed schedule, cost and risk on a portfolio of up to 20 projects concurrently from concept through to handover with a value of over AED1000m, providing estimates for new works, setting baselines, coordinating with contractors to discuss progress, recover delays, review EoT claims and manage interfaces between multiple contractors on large projects.Projects included, a phased redevelopment of an operational port, a cruise terminal, a beach development for cruise ship calls, warehouses and infrastructure, port operational buildings, a ferry terminal, new quay walls and topside works in operational ports.Working with site teams to monitor contractor’s productivity and to drive the contractor’s progress allowing projects to complete on time and in budget. Using critical path and earned value analysis of works and an understanding of construction techniques and rates.Managed projects from concept to completion including production of scope, procurement, construction, testing/commissioning and handover.Created cost and progress forecasts based on contractor’s performance which was then used to manage site works and forecast delivery dates. Critically reviewed contractor programmes for constructability, risk and opportunities and worked with their management team to implement programme revisions.Produced cost forecasts for my projects and worked closely with the cost engineers to manage and monitor project finances. Liaised with the project team to produce and manage risk registers for the whole project lifecycle.Provided advice and experience to other members of the project controls team for knowledge transfer and to help with specific project management, including for delay analysis, constructability, resource numbers and productivity rates.Produced weekly and monthly reports, forecasting contractors progress, risks and issues for the works.

Initially tasked with setting up the planning function for the newly formed Projects Unit of Abu Dhabi Ports, I created the schedule templates and reporting structure that would be used going forward. All projects being undertaken by the company were catalogued, prioritised and converted into the new templates incorporated in a new master schedule. Management of Master Schedule to prioritise projects for delivery and resources and to analyse project performance against requirements.Produced the procedures to be used in the schedule function and then periodically reviewed and updated to reflect changing best practice as the company processes matured.Developed schedules and specifications for tender packages and reviewed bidder responses for compliance and quality.Management and monitoring of live projects.

Leading the Planning function for the civil works on the Victoria Station Upgrade project, where I supervised two more junior planners. I managed the planning for the construction of the new North Ticket Hall, the extension of the existing South Ticket Hall, the construction of any open cut tunnels and the demolition or underpinning of any buildings required for the construction of the project. I also worked closely with the main tunnelling, traffic management, ground stabilisation and utilities teams and other 3rd parties.

At Mansell I worked on some major rail and residential projects including the construction, fit out and commissioning of Hoxton & Haggerston London Overground stations, the construction of Highbury Gardens, 119 1 to 3 bedroom apartments in Islington, works at Victoria & Ladbroke Grove Underground stations and minor works at the Houses Of Parliament and the Old Royal Naval College, Greenwich. I was also involved with tendering for new works including producing tender programmes and logistics & phasing plans. These included many rail and non rail projects such as Major modification to the Imperial War Museum, London Bridge Station enabling works and a number of new build stations for Network Rail.

I mainly worked on tendering and management of extensions to supermarkets and fit-outs of local/express stores for major supermarket brands. This involved the production of programmes and phasing of the works to enable the stores to remain open during major construction works while minimising impact on staff and customers. I also was planner for the tendering and construction of a new engineering department at Merton College, the fit out of Paramount Club at the top of Centre Point Tower and refurbishment of lab space at Kingston University.

I was planner for the design and build projects for refubishment of Westbourne Park and Sloane Square underground stations. I produced and managed the design programme for the works and produced the construction phase programme before the projects were stopped when Metronet was taken over by TfL.