Curriculum Vitae – 2013
Ronald K. Grant
Education: Bachelor of Science, Construction Management, University of Central Missouri, 1984
Relevant Experience:
(2009 to Present) Ronald K Grant, LLC, d/b/a R Grant Consulting
Principal of consulting firm focused on providing Owners, Contractors, Engineers and Architects with construction project management oversight and status assessments, project controls set-up and monitoring, contract dispute management and expert witness services, project planning and scheduling, risk identification and assessment, forensic as-built schedule impact and quantum analysis, resource and cost performance measurement, proposed change order studies and negotiations, engineering and procurement completion assessment, and contract formation assistance. Projects range in size from $100 million to $8 billion.
Representative construction management oversight assignments include: Calvert Cliffs Nuclear Power Plant Unit 3; Brandon Shores Air Quality Control System; Hillabee Combined Cycle Power Plant; Fitzgerald Biomass Power Station; and Sheppard Energy Centre.
Contract Dispute Management and Forensic As-built Impact Analysis assignments have included preparation of schedule delay and quantum analysis, as well as, testimony in numerous investigations, mediations, arbitrations and dispute resolution forums over the last 16 years.
Active National Roster of Panelist with the American Arbitration Association, having been chosen by Owners, Contractors and Engineers to serve on large, complex cases. Active member with the Association for Advance of Cost Engineers International (AACEI) and past Kansas City AACEI Chapter President. Active member with the Dispute Resolution Board Foundation (DRBF). Graduate of the International Association of Bridge, Structural and Ornamental Ironworker’s appren
(1995 to 2009) J. Wilson & Associates, Incorporated
Senior Consultant at construction consulting firm focused on construction management oversight, contract dispute management and expert witness services, project planning and scheduling, schedule delay quantification, and quantum. Projects involved numerous power plants, sports stadiums, airport terminal, light rail transit system, hotels, high rise apartment complex, dam spillway, cruise ships, manufacturing clean room, university teaching facilities, and brewery projects.
Representative assignments included: Thomas Hill Units 1, 2, and 3 AQCS, SCR Addition and Precipitator Replacement; Calvert Cliffs Nuclear Power Plant Unit 2 Steam Generator Replacement; Pickering Nuclear Power Plant Unit 1 Refurbishment and Return to Service; Project America Passenger Cruise Ship; Medina Combined Cycle Power Plant; Cleveland Browns Stadium; Table Rock Lake Auxiliary Spillway; Stateline Combined Cycle Power Plant; Royal Palm Hotel; Barracuda and Caratinga FPSO (Floating Production Storage and Offshore) Vessel; Iatan Fossil Fuel Power Plant Unit #2; LaCygne Unit #1 SCR Retrofit; Coastal Queen Cruise Ships; White Rose FPSO Vessel; Waukegan Power Station Precipitator Upgrade; New England Patriots Replacement Stadium; Terminal E, Boston Logan Airport; Collins Station Fuel Farm Demolition; Bin Qasim Unit 5 Power Plant; and Contra Costa Diesel Power Plant.
(1995) Pritchard Corporation (Former Division of Black & Veatch)
Senior Project Controls Engineer for Petroleum-Chemical design and design/build firm. Projects ranged in size from $500 million to $700 million. Responsibilities included engineering / procurement / construction CPM schedule development, resource budget and actual use identification, CPM schedule status monitoring and reporting, risk analysis, labor productivity analysis, project trending, and forecasting
(1992 - 1995) Dearborn/Midwest Conveyor Company, Incorporated
Project Manager for bulk materials group of large design / build materials handling firm. Responsibilities included: estimating take offs and oversight; bid/proposal formation and presentation; project execution plans; team selection and leadership; project buy-out decisions; contract and subcontract formation; actual labor usage and cost analysis; client change order negotiations; project profit and loss performance and reporting.
(1989 – 1992) Dearborn/Midwest Conveyor Company, Incorporated
Manager of Project Controls, directly responsible for overseeing the planning and scheduling of $300 million to $500 million annually in design, manufacturing and construction projects of Automotive, Postal /Package and Bulk Materials Handling systems and infrastructure projects. Worked with staff schedulers, project managers, and senior management to evaluate bid proposal schedules; implement and monitor awarded project schedules; identify and quantify reasons for critical path schedule slippage or delays; evaluate delay risks and assist in the formation / implementation of delay mitigation efforts; participate in client change order negotiations and claims preparations; and assist with selection of outside council and experts as needed. Projects included numerous automotive assembly and paint facilities; United States Postal Services bulk mail facilities; United Parcel Service sorting facilities; Federal Express sorting and handling facilities; automated commercial warehouse storage and retrieval facilities; commercial airline frame and wing spar manufacturing facilities; coal mining and preparation facilities; power plant coal unloading, recovery and preparation facilities; coastal port bulk storage and reclamation facilities; limestone unloading / storage / recovery facilities; FGD waste gypsum handling and storage facilities; as well numerous large structural steel and pre-cast erection projects through wholly owned subsidiary, Baker / Midwest Erection Services.
(1984 -1989) WGK, Incorporated (formerly Wilson, Gudgel, Kopmeyer Inc.)
Schedule Engineer for consulting firm focused on providing project CPM scheduling services, contract dispute resolutions, delay claims and expert witness services to Owners, Contractors, Engineers and Government organizations (COE, DOD, GSA, USPO and FAA). Responsibilities included developing and updating CPM schedules ranging in size from 100 to 30,000 tasks each; performing quantity takeoffs from project documentation; identification and validation of the project critical path; monitor and report schedule progress; project earned value analysis, identify planned and budgeted resources and monitor/report actual usage against budget; identify schedule delays; perform delay impact analysis; contract time extension change order negotiations; assist with delay claim preparations, labor efficiency analysis, cost and damages analysis and project records research for senior consultants and firm principles. Projects ranged in size from $1 million to $500 million including various military facilities, courthouses, bulk mail postal facilities, automotive plants, sports betting facilities, hotels, waste water and water processing faculties, high-rise and mid-rise structures, apartments, airports, hospitals, and mass housing projects.
Additional Experience:
Ironworker, Local #10, Kansas City (1976 – 1981)
Flour Daniels Training – Managing Projects
Professional Associations:
American Arbitration Association (AAA), Panel of Construction Neutrals.
Association for the Advancement of Cost Engineering International (AACEI), Member, Past President Kansas City chapter (two terms)
Project Management Institute (PMI), Member
Dispute Resolution Board Foundation (DRBF), Member
Construction Management Program Advisory Committee, University of Central Missouri, School of Technology