The activities related to the implementation of a project structure took place as part of an employment with a wastewater treatment enterprise and consisted of:
Conduct a situational assessment
Establish the responsibilities of various departments
Develop project management processes including:
Project Charter
Project Management Plan
Work Breakdown Structure (WBS)
Project Schedule
INTEGRATION MANAGEMENT
Industrial Trent Program
Rolls-Royce Canada (Energy Div.)
2001-2007
Dans le cadre d'un emploi au sein de la division Énergie de l'entreprise, la gestion de l'intégration a contribué au succès du programme et a consisté en :
Execution of project activities
Monitoring and control of assembly projects
Change control
Other activities:
Developping and updating assembly schedules
Cost Tracking and reporting (EVA)
Implementation of Quality System processes
Risk Management
Stakeholder Management
RISK MANAGEMENT
Redevelopment of the Dorval interchange
Ministry of Transportation of Quebec
2009-2010
The mandate included the development and implementation of the risk management plan. The activities took place within a consortium of three large engineering firms mandated by the MTQ and included the following:
Assessment of responsibilities
Definition of methodology
Development of appropriate tools
Identification of risks, (qualitative) analysis and risk responses were performed by a team. Risk monitoring was performed periodically.
COST MANAGEMENT
Redevelopment of the Dorval interchange
Ministry of Transportation of Quebec
2009-2010
Activities included the following:
Implementation of process and budget monitoring tools:
Cost management plan
Calculation methods
Methods and tools for budgeting and cost control
Yearly budget review :
Planning
Meetings and analyses
Updates
Budget contingency
QUALITY MANAGEMENT
Projet Eastmain-La-Sarcelle
Société d’Énergie de la Baie-James
2008
The mandate was held within the Énergie Gérance Eastmain Consortium and included the following activities:
Process audits:
• Planning
• Execution
• Recommendations
Process Improvement:
• Review
• Analysis
• Corrective action implementation
SCOPE MANAGEMENT
Pointe St-Charles maintenance center
Agence métropolitaine de transport
2011-2012
The activities related to scope management of engineering deliverables for a public–private partnership (P3) and took place in the course of employment within a large engineering firm. They included:
Cost management plan
Process and tools
Execution of activities
Other activities in connection with the engineering deliverables included:
Integration activities
Development of performance indicators
Cost management
Stakeholder management
Development of an adapted Agile methodology
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