· Enhance interface between departments (Engineering, Supply, Production, Assembly and Logistics) and clients through project planning/execution. Responsible for manage project changes and risk management as well.
· Develop strategies of project planning and its execution. Conduct analysis and Project Planning and Control.
· Project Manager for project at Transpetro, covering all management routines, planning and project control, generating S-curves, reports and budget control. Main projects were related to tanks, pipes, revamps and maintenance. Contracts value of the order of U$ 100M.
· Responsible for reports from SAP and BW, and inputting data at the project management information system
Part of Integrated Planning.PMO at Petrobras, responsible for developing activities of mapping processes, risks analysis and controls review, in addition to all improvements proposed in the process as a whole.
Project 1:
· Part of PMO at Petrobras, working in the Program of Development and Execution of E&P Projects. Focus in reduce construction time for new oil platforms. Developed a new methodology to estimate and control time at all project phases, according IPA (FEL) methodology.
· Support and improve processes of project management tool, based on PMI Methodology.
Scope:
Maintenance management control, warehouse management and control, support for the planning of shutdown services, and Project Management training.
Approach:
CMMS database management, creating maintenance procedures, preventive maintenance schedule and control, training/support for project management software and productivity tools, warehouse control (MRO materials and cost control), support for the adaptation of the Maintenance Dept routines to the TQC Program and for the SAP R/3 pre-operational phase (creating support material, procedures and training).
Scope:
Maintenance management control, support for the planning of shutdown services, training (SAP, Project Management, and Process Control).
Approach:
CMMS database management, creating maintenance procedures, predictive, preventive, and corrective maintenance schedule and control, training/support for project management software and productivity tools, support for the adaptation of the Maintenance Dept routines to the TQC Program and for the SAP R/3 pre-operational phase (creating support material, procedures and training).
Results:
Approach:
Investment Coordination Staff attending several Plants (Camaçari/BA, Triunfo/RS, and Paulínia/SP) in order to help with the requirements analysis for investments approval, and portfolio control (CAPEX). Also worked together with the PMO and the Accounting Dept to develop/improve cost control, project planning and control strategies.
Results: