Project Planner
Project Planner, Thyssen Krupp (UHDE), Various Projects
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END Date
Experience Hours (Planning & Scheduling)
3000
Involved in the Petrochemical sector in the planning of EPCM projects
Project planner, Scantec Personnel Limited, Nuclear
START Date
Experienced in both MSProject and Primavera. Duties include producing baseline plans, scheduling tasks within operational facilities, progress updates (monthly & adhoc), reporting. Full security clearance
Project Planner, Ruddle Wilkinson, London Underground Station Upgrade Project - UK
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END Date
- Project Planning services for the Design/Architecture aspect of London Underground Station Refurbishment Projects.
- Advice and guidance on planning issues with regards to Projects under my control.
- Utilised both Microsoft Project 2003 and Primavera P3 to integrate design and build Programmes.
- Created dependencies within the integration of the Programmes to enable visibility of critical paths and subsequent negative or positive slack on tasks.
- Appointed Cost & Programme Manager to track Cost and Resource issues to ensure Planned and Actual va
Project Planner, GE Healthcare, Connecting for Health
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END Date
- Delivered the Programme Support Office process and procedures on behalf of the Project, Programme and Release Managers within the company, in a timely and quality manner.
- Provided support across the full Programme of deployment of the Software Solution within the London Region of the Connecting for Health (CfH) initiative.
- Supported the production of Scope documentation, focusing on key deliverables, risks, assumptions, exclusions and highlighting any key dependencies.
- Value of the Programmes ranged between £100K - £10M.
- Work Breakdown Structur
Project Planner, Tube Lines, Northern Line Improvements Project
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END Date
- Northern Line Maintenance & Improvements Planning Manager, working within the Operations Directorate.
- Devised and maintained P3 Rectification Plan, various Microsoft Project plans, databases and presentations to effectively complete closure on major Corrective Action Notice (CAN) to provide evidence that Projects within the different asset groups were being managed correctly and efficiently.
- Failure to provide this evidence would have resulted in London Underground (LU) gaining ownership of works, managing in-house and losing Tube Lines a substantial investmen
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