I am among the few cost engineers in Australia, who were granted the globally recognised cost engineering credential of CCP (Certified Cost Professional) by Association for the Advancement of Cost Engineering (AACE) in Canada. This credential proves my extensive understanding of cost engineering, cost estimation, cost controlling, budgeting and forecasting, project accounting, and cash flow management.
I am also accredited by the Project Management Institute (PMI), as a Risk Management Professional (PMI-RMP), which proves my sound understanding of projects risk management. My in-depth knowledge of risk management assisted me to transform Atlas’ risk management process from Naïve to Natural maturity in order to address the entire risk management process including qualitative and quantitative risk management. I introduced, initiated, and developed the risk management system and provided training to other project controls team to ensure successful establishment and implementation of a comprehensive risk management and analysis process.
I understand that scheduling is a crucial sub-process of the planning practices in project controls that must be deemed as an instrument to ensure the timely delivery of the project deliverables and objectives. Project schedules could be developed at different levels, from level 1 or Project Master Schedule (PMS) up to level 5 or the detailed schedule to illustrate the activities under the Work Breakdown Structure (WBS) that are required to deliver the scope of the project. The schedules could be analysed by several methods including Cr...
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...ope, and schedule), controlling the project to the baseline is of the essence of the project success. Regardless of the project size and complexity, the project controls managers role is not to only facilitate the changes by others. Instead, they need to stand as a barrier to prevent the unnecessary changes. Hence it is crucial to have a project change management system that can track the project trends to identify the area of concerns. In my roles across the sectors, I utilised my extensive understanding of change management process to develop and establish change management system based on the identification of thresholds on project constraints (Schedule, Cost, and Scope). That is how the change management model is able to address the undesired trends, if the thresholds are triggered, and is able to bring the changes visibility to the program and portfolio levels.
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