Hudson Chen

Professional Summary

Accomplished and results-driven senior professional with extensive experience in TIC estimate, cost/progress and schedule management & control in Oil & Gas, chemical, and infrastructure industries. Proven record in launching framework, templates and developing WBS and budgets, following contract guidelines, assessing potential risks, and delivering project forecasts. Multi-faceted leader with expertise in delivering training to staff, ensure timely completion of a project, and approving construction execution plans of contractors. Executed strategies that generate significant results using a hands-on approach to team leadership and direction.

Cost Control Specialist, Wood Canada Limited          Calgary, Canada

• Providing project management with the means to control cost at the required level of detail, for the effective execution of the project
• Budget setup, cost tracking, forecasting, cash flow development and overall project cost reporting 
• Analyzing and auditing cost reporting data versus project development status to ensure alignment, accuracy and consistency.
• Assessing and evaluating the effects of trends and changes to the project budget and schedule 
• Estimating and progress measurement support

Project Controls Consultant, Seeda Engineering        Calgary, Canada

• Developed Class 5 TIC estimates based on conceptual drawings and key equipment list.
• Conducted Class 4 and Class 3 TIC estimates based on 30% and 60% MTO. 
• Established project WBS, cost and schedule control frameworks and templates.
• Built up project baseline schedule, cash flow, staffing plan and construction workforce plan
• Chaired project cost and schedule status review meetings with the clients

Project Controls Manager, China State Construction Engineering Company,

Kuwait Light Weapon Ammunition Factory Project              Kuwait

Budget: 120M USD • Team Size: 85 • Methodology/Tools: Excel, Primavera 6

• Strategized work plans, procedures and instructions; trained and administered project controls personnel to optimize performance.
• Developed project WBS and templates for schedule, progress and cost management & control. 
• Conducted project Class 3/2/1 estimates with different detail levels of MTO/BOQ and the input from engineering and procurement teams; produced baseline cashflow to maximize cost efficiency 
• Rendered expertise in developing project L1/L2/L3 baseline schedules, baseline progress and PMT staffing and workforce plan by effective communication with construction, engineering and procurement teams
• Monitored cost, progress and schedule performance (CPI & SPI); updated forecast and reported directly to senior management and the owner.
• Evaluated cost, schedule, and progress risks by collaborating with the line managers, as well as updated senior management by creating accurate project cost and schedule status report periodically.
• Implemented management of change process, initiated change orders, evaluated cost and schedule impact and have them approved by the owner. 
• Sanctioned and delivered supporting document based on suppliers’ and subcontractors’ invoices and payments to receive payment from the owner for further proceedings.

Cost Lead, Imperial Oil/Exxon Mobil

Kearl Fine Tailings Treatment Project                      Calgary, Canada

Budget: 3.5B USD • Team Size: 300 • Methodology/Tools: SAP, Excel, Convero, Fusion

• Developed TIC estimates for the project Gate 2 and Gate 3 (Class 5 & 4) with the concept design drawings and FEED MTO, generated and documented basis and assumptions for the estimates, benchmarked with ExxonMobil’s data base of other similar projects. 
• Enabled ExxonMobil top management for making decisions by creating various cost scenarios and associated work scopes.
• Structured project WBS and charge codes in SAP system through effective co-ordination with the engineering, execution, and financial teams.
• Developed frame work, formats and templates for cost, progress and schedule control and reporting. 
• Formulated project baseline staffing plan and baseline cash flow to maintain and update the actuals and forecast and maximize cost efficiency. 
• Reviewed and evaluated project opportunities and risks through collaboration with engineering, construction and procurement teams, implemented change management process. 
• Reviewed EPC contractors’ cost, progress & schedule reports, assessed the impact on the project of EPC contractors’ cost & schedule performance, proposed recommendations and reviewed mitigation plans. 
• Reviewed trends/change orders from EPC contractors, reviewed and approved the invoices and progress payments.
• Allocated cost to project assets based on work scope and MTO quantity of the properties for tax purpose.

Project Controls Specialist, Jacobs Canada

Shell MRM Flare Project                               Fort McMurray, Canada

Budget: 100M USD • Team Size: 43 • Methodology/Tools: FLA, JPCS, Excel, Oracle

• Conducted Class 1 (definitive) construction estimate based on 90% model review MTO, agreed construction labour productivity and approved PMT staffing plan. 
• Established project WBS and charge codes, allocated budgeted cost and manhours to construction activities by codes in Field Labour Analysis system.
• Developed construction progress rules of credit and project reporting formats by effectively coordinating with project management and owner.
• Monitored construction cost and progress performance; maintained cashflow, PMT staffing plan, construction workforce plan and updated forecasts.
• Identified construction potential risks, captured opportunities, and offered recommendations to minimise risks by co-operating with the superintendents.
• Followed and implemented change management and developed LEMS (Labour, Equipment/Material & Subcontractor) estimates for project changes.
• Produced bi-weekly construction progress & monthly project status reports and presented to project management and owner.

Suncor TRO Tailings Project                         Fort McMurray Canada

1. Budget: 1.2B USD • Team Size: 200 • Methodology/Tools: JPCS, Excel, Oracle
2. Nova Joffre Sustaining Projects                                                            Calgary, Canada
3. Budget: 20M • Team Size: 16 • Methodology/Tools: JPCS, Excel, Oracle

• Launched new projects and integrated charge codes within Jacobs Project Control System and established EP service estimates for multiple projects.
• Led project disciplines and initiatives to oversee the baseline-staffing process, execute progress plan, while ensuring delivery of the project within budgetary and time constraints. 
• Directed pricing strategies to estimate future business performance and forecast profit margins.
• Monitored project cost and progress development, maintained project staffing plan and cash flow, updated forecast. 
• Provided EP service estimates to project trends and assigned approved cost and hours by project codes to JPCS. 
• Closed out projects through co-ordinating with cross-functional departments.

Project Controls Specialist, AMEC Americas

Shell Albian Sands Expansion 1 Project                   Calgary, Canada

1. Budget: 4.3B USD • Team Size: 800 • Methodology/Tools: Convero, Excel

• Improved the operational efficiency of the project through systematic implementation of WBS and EWP codes, and utilised Convero system for accurate allocation of assigned budget.
• Identified areas for potential productivity enhancement projects based on statistical data and raised concern areas to pinpoint the areas of improvement.

University of Calgary, Canada

Hunan University, China