Carmichael Coal Mine ProjectApril 2014 – October 2014

(Client: Adani)

Adani Mining Pty Ltd is developing the Carmichael Coal Mine (the ‘Project’) located inland from Mackay, approximately 160km northwest of Clermont and 190km west of Moranbah in the Galilee Basin, Queensland Australia. The Project’s resource base can support a mine life of approximately 100 years, with the first coal targeted for 2017. The mine will produce up to 43MTPA ROM coal through both underground and open cut mining operations and after processing realize up to 40MTPA of product coal in two product coal specifications targeting the Indian, Chinese, Korean and general seaborne coal markets.

KBR deliverables include overall assessments of mine technical, risk and economic feasibility studies. BFS study report includes developing an execution plan, supportive documentation, schedules, drawings, financial and engineering models.

Responsibilities include:

• Liaising closely with the Adani Project Controls team to gain a detailed appreciation of key construction operations and taking into consideration alternate methods for the optimum construction methodology
• Developed the optimum construction methodology which covered the entire scope for;
• Approvals and permits
• Engineering, procurement and construction management services
• Construction and Installation of fixed facilities
• Owners directs and Indirects
• Interface milestones between the three projects MINE : PORT : RAIL
• Reviewing and providing relevant feedback on third party construction schedules to optimize the best possible outcome for the project
• Developing summary SRA (Schedule Risk Analysis) programmes built specifically for the purposes of reviewing schedule risk quantify the probability of achieving the desired milestones to tie in with the rail and port operations based upon the current project schedule using currently understood delivery approaches.
• Identify those activities within the schedule that represent the greatest threat to the project’s ability to achieve the published milestones
• Quantify the level of risk mitigation, and hence targeted risk management effort, required to achieve an acceptance degree of schedule certainty.
• Provided input into both manning and cash-flow histograms
• Ensured formats of all programmes are such as to provide a means of effective communication of time goals and methodologies, to all participants.

Gateway Upgrade North November 2013 – April 2014

(Client: DTMR)

The Gateway Upgrade North is a major upgrade of an 11.3 kilometre section of the Gateway Motorway between Nudgee and Bracken Ridge which will provide 6 lanes from the Northern end of the previous Gateway Upgrade Project at Nudgee through to Barrett Street northbound and depot road southbound.

Works will comprise of undertaking the detailed design and documentation of an early works package

Responsibilities include:

• Detailed Design Engineering baseline development - planned methodology and sequencing
• Weekly update to analyse discipline performance
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time

Jazan Refinery August 2013 – January 2014

(Client: Saudi Aramco)

Saudi Aramco’s new Jazan Refinery will be grassroots facility with an anticipated capacity of up to 400,000 barrels per day (BPD). The proposed facility will be located in Jazan, Saudi Arabia. The Jazan Refinery and Terminal project is expected to support the future development of Jazan Economic City.

The refinery will be capable of processing Arabian crude oils to manufacture approximately 75,000 bpd of gasoline, 100,000-160,000 bpd of ultra-low sulphur diesel and 160,000-220,000 bpd of fuel oil, depending on the crude mix processed

Responsibilities include:

• Detailed Design Engineering baseline development - planned methodology and sequencing
  • Resource sequence to showcase peak and total usage weekly
  • Weekly update to analyse discipline performance
  • Incorporated approved PDN (Project Deviation Notices) to showcase time implications

Secondment Queensland Gas Corporation (QGC) October 2012 – December 2013

Responsibilities include:

• Setup Dynamic Commissioning and Commissioning for E05 and GCH pipelines
• Weekly KPI reporting for QCLNG Facilities
• Developed Integrated baseline project schedules for:
  • Wandoan Interchange Facility
  • BP2 to GCH Interconnection Facility
  • GLNG Mount Larcom and Curtis Island Interconnectors
• Incorporated cost estimates into schedule and tracked, developed change Management system by recording data related to changes and variations
• Assessed risk using quantitative risk analysis and simulator software
• Prepared and completed monthly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earned
• Established the planning framework for the above projects and communicated with the Contractor on P6 setup, KPI weekly and monthly reporting requirements.

GLNG Mount Larcom and Curtis Island InterconnectorsMarch 2013 – October 2013

(Client: Queensland Gas Corporation (QGC))

The Mount Larcom Interconnect will connect the planned GLNG Gas Transport Pipeline (GTP) and the QCLNG Export Pipeline (E05) with a fiscal metering skid and associated control and isolation to provide a bi-directional gas transfer service with capacity of up to 600 TJ/d. The Mount Larcom Interconnect will be located near Gladstone in the Gladstone State Development Area; and

The Curtis Island Interconnect will link the planned GLNG Gas Transport Pipeline (GTP) and the QCLNG Export Pipeline (E05), providing a single-direction gas transfer service, with a capacity of up to 600TJ/day. Transfer of gas will occur from E05 to GLNG’s GTP

Responsibilities include:

• Gathered data from all disciplines, analysing data and preparing P6 reporting process
• Setting up IPMS (Integrated Project Management System) to showcase status of individual documentation for EV purposes.
  • Resource scheduling, sequence and methodology to showcase peak and total usage weekly
  • Prepared and provided input into the weekly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earnedfor advising project management team for decision making.
• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time

BP2 to GCH Interconnection ProjectOctober 2012 – September 2013

(Client: Queensland Gas Corporation (QGC))

The BP2 to GCH Interconnection Project (BP2 Project) will provide a DN400 Class 600 1000 m pipeline connection between the Arrow Energy Braemar 2 Pipeline and the QCLNG Gas Collection Header South.

The purpose of this project is to provide a supplementary gas supply to QGC to support the QCLNG LNG plant start-up and to support the ramp up to full commercial production. In Phase 1, the gas will be supplied to the GCH by free flow with a metering and regulation facilities adjacent to Jordan CPP. In Phase 2, a dedicated booster compressor will be installed to supply gas to the GCH.

Responsibilities include:

• Gathered data from all disciplines, analysing data and preparing P6 reporting process
• Setting up IPMS (Integrated Project Management System) to showcase status of individual documentation for EV purposes.
  • Resource scheduling, sequence and methodology to showcase peak and total usage weekly
  • Prepared and provided input into the weekly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earnedfor advising project management team for decision making.
• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time

Wandoan Interchange FacilityAugust 2012 – June 2013

(Client: Queensland Gas Corporation (QGC))

QGC scope is for design, installation and operation of the Wandoan Interconnect Pipeline (24” Class 900 carbon steel pipeline, nominally 1.8 km long with associated pigging facilities from the QCLNG Receipt Station tie-in to the tie-in at the Battery Limit of the APLNG Hub.

APLNG scope is for design, installation and operation of the balance of the Wandoan Interchange Facility project, including fiscal metering, flow control, overpressure protection, compression and associated utilities and infrastructure. The Connection Facility and APLNG Lateral includes tie-ins to APLNG Hub, metering, overpressure protection and future compression.

Responsibilities include:

• Gathered data from all disciplines, analysing data and preparing P6 reporting process
• Setting up IPMS (Integrated Project Management System) to showcase status of individual documentation for EV purposes.
• Detailed deliverable setup in MSP to align IPMS reporting process
  • Resource scheduling, sequence and methodology to showcase peak and total usage weekly
  • Prepared and provided input into the weekly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earnedfor advising project management team for decision making.
• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time

Townsville Port Inner Harbour Expansion (TPIX)  September 2011 – July 2012

(Client: Seymour Whyte Smithbridge / Port of Townsville Ltd)

The scope of work for the project consists of the redevelopment of Berth 10 (Defence, cruise, and general cargo facility), incorporating a new wharf, multi-use terminal and reconfiguration of roads and trunk services. Berth 8 Marine works are also included in the scope, with an upgrade and expansion of the existing structure to provide for future materials handling and shiploading facilities.

Responsibilities included:

• Gathered data from all disciplines, analysing data and preparing management reports
• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time
• Advised the project control team on technical matters
• Provided analysis of time-schedules, critical path(s) and work flow(s)
  • Analysing project scope change by providing Management with NOD for possible time impacts against baseline plan.
  • Preparing EOT claims on completion of approval variation works, demonstrating critical path impact against baseline plan.
• Ensured a positive work environment and awareness and trained a junior planner on project goals and objectives for the project.
• Resource scheduling, sequence and methodology to showcase peak and total usage fortnightly
• Briefing junior staff planners on project setup and project planning execution

GLNG Upstream Gas Supply Concept Development  July 2011 – August 2012

(Client: Santos Pty Ltd)

Development of eight Coal Seam Gas (CSG) opportunities to maintain ongoing feedstock supply to the two GLNG gas liquefaction trains located on Curtis Island, Queensland.

Responsibilities included:

• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Ensured a positive work environment and awareness and trained an internal Santos planning Engineer on project setup and Primavera fundamentals.
• Resource scheduling, sequence and methodology to showcase peak and total usage weekly
• Modifying baseline cash flow to incorporate variation approvals
• Prepared and provided input into the weekly and monthly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earnedfor advising project management team for decision making.

QCLNG and Narrows Pipeline Project  December 2010 – April 2012

(Client: Queensland Gas Corporation (QGC))

The QCLNG Pipeline and Narrows Project involved the detailed design of a 540 kilometre gas pipeline and associated facilities from the coal seam gas fields of the Surat Basin to an LNG plant on Curtis Island near Gladstone.

KBR was responsible for the challenging design of 4.4 km of horizontal directional drill under sensitive estuarine creeks and tidal mudflats, acid sulphate soil pads to treat more than 7.5 million cubic metres of soil from dredging operations, and 2.4 km section of dredged and bottom towed pipeline across The Narrows to Curtis Island.

The project involved the integration of AutoPlant piping, 12D civil and ProSteel structural software to generate 3D models for eleven facilities, including producing plans, sections, isometrics and pipe/fitting offtakes.

The project was responsible for the management of 250 multidiscipline detailed design packages which involved the management of 163 scope variations work $5.2 million, the management of 2,424 deliverables, 5,000 drawings and 3,321 transmittals via IPMS.

Responsibilities included:

• Prepared and provided input into the fortnightly and monthly periodical reporting P6 Gantt charts, S-curves, Resource histograms based on earnedfor advising project management team for decision making.
• Gathered data from all disciplines, analysing data and preparing management reports
• Monitored processes using estimate “to” and “at” complete index for delivering project based on target plan
• Developed change management systems by recording data related to changes
• Reviewed and adjusted schedules and plans as required for ensuring completion of projects on time
• Advised the project control team on technical matters
• Provided analysis of time-schedules, critical path(s) and work flow(s)
• Ensured a positive work environment and awareness and trained junior and discipline planning staff on project goals and objectives for the project.
• Analysing project scope change by providing Management with NOD for possible time impacts against baseline plan.
• Preparing EOT claims on completion of approval variation works, demonstrating critical path impact against baseline plan.

FEBRUARY 2007 to DECEMBER 2010
BLUEVISIONS MANAGEMENT pty ltd (BVM), syd/bris (SENIOR PLANNING CONSULTANT)

Tender programming, claims analysis, claims preparation, program reporting, and project management, progress monitoring, reviewing contractor’s programs, and scheduling contractor’s programs. The preparation of assessments, prolongation of claims and risk matrix involved in managing risks associated with individual projects.

Assigning resources and costs to programs. Monitoring actual costs against project cost plans. A list below outlines current projects undertaken:

• Prepared Tender programmes for both Payne Road State School and the Engineering/Science Training Facility at the Sunshine Coast Queensland
• Prepared two (2) options of a Tender programme. Options were presented to Broad Construction Management displaying the possible cost and time saving benefits for the overall project.
• Managed time based performance programming works on Queensland BER schools
• Developed Tender programme for the Bulahdelah Bypass
• Planning Manager for the Ballina Bypass Alliance
  • Responsible for overall schedule integrity
  • Trained and responsible for (7) Engineering staff in use and implementation of Primavera 6
  • Gathered data from all Engineers, analysing data and preparing management reports
• Developed tender programme for a multi high-rise building (1 Bligh street Sydney)
• Prepared tender programme for high rise apartments in Perth
• Prepared tender programme for the Sydney Opera House Western Foyer Refurbishment
• Assisted in the finalisation of tender programme for the Army barracks Defence Tender
• Developed detailed target construction programme for remaining works on the Ultimo Aquatic Centre
• Prepared Tender programme for the Tallowa Dam Project
• Australian Coastline (Taronga Zoo) providing monthly project status update on progress performance.
• Developed Tender programme for the Australian Equine and Livestock Centre
• Developed Tender programme for Glenrose Shopping Centre
• Assisted University of Sydney on the Optic Fibre Technology Relocation project including the preparation of the tender programme as per client requirements
• Prepared tender programme on the refurbishment of the heritage listed building Transport House
• Tender programme development for Aldi Distribution Centre

AUGUST 2004 to FEBRUARY 2007
TRACEY BRUNSTROM & HAMMOND GROUP pty ltd (TBH), SYDNEY (PLANNING CONSULTANT)

Tasks have been centred on; programme preparation; progress monitoring, reviewing and scheduling contractor’s programs.

The preparation of assessments, prolongation of claims and risk matrix involved in managing risks associated with individual projects.

Listed below are major tasks and responsibilities undertaken:

• Developing tender programs
• EOT analysis and resolution of claim disputes
• Preparation of progress and forecast reports
• On site programming
• Project baselining, re-baselining and risk analysis
• Providing Management with support and advising clients
• Claim preparation
• Claim analysis