Awards, Achievements, & Career Highlights
Maine PMI 2004 Project of Distinction Awards
Tony Bernard was part of the project teams that won these awards:
Petrodrill - Amethyst Project for Cianbro
- Construction was over $180 Million (Labor)
- He was 1 of 3 Schedulers
Spring Harbor Hospital Project for HP Cummings
- Construction was about $20 million (Labor/Mat'l/Subs)
- He was the only scheduler
Also, the only project that had an incentive bonus attached to the fee, the contractor got ALL possible points from the scheduling section because of Tony's work. This was for Cianbro on the #9 PM Conversion to a Pulp Dryer (1999-2000)
BILLIONS of Dollars in Projects
Motiva-Crude Expansion Project –Project Controls Manager for Client at the Cianbro Fabrication Facility in Maine. Local Yard (Cianbro) Built 51 modules (8,827 Tons of steel) and install 179,670 LF of process piping for this $10.0 Billion Project that will more than double the production of their facility in Port Arthur, TX that is to be commissioned in 2011.
Dorothy Walker Bush Pavilion – Only Scheduler for this $20 Million new Emergency Department Expansion (22,000 sf) and Extensive Renovations over this 32 month project at Southern Maine Medical Center. Resource loaded, CPM schedule was used to optimize resource requirements and to better manage this 7 phased project, which included over 35 subcontractors.
Future Lynx Helicopter Program - Coordinated the planning team for 6 months to ensure fully integrated schedule for a $1.5 Billion Helicopter development and production program that spans 12 years to establish the baseline for Earned Value Measurement System (EVMS) consisting of over 22,000 tasks in MS Project, plus assist in the site wide development and implementation of the EVMS.
Phoenix Project - #4 Paper Machine Rebuild - Successfully resolved 45-day, 24 hr, 7 day/week paper machine shutdown schedule by completely reviewing and revising the entire logic for this 2500-activity construction schedule that utilized 1500 craftspeople at its peak on this $63 million lump sum contract.
Corporate Estimating System Development - Developed, implemented and trained heavy industrial contractors taking them from spreadsheets to an extremely flexible, fully integrated computerized estimating system for multiple discipline estimates (civil, structural, mechanical, piping, electrical, and instrumentation) using G2 Estimator software including successful integration of data with project schedules (P3).
Project Cost Manager - Extensive experience successfully monitoring and managing costs for heavy industrial construction companies on projects up to $210 million in size and over 1600 craft people on site for 2 outages that were 15 weeks long each plus several other good size outages. Utilized successful project controls methods to help identify trends to improve project cost performance.
Various Clients 1998 – Present
PLANNER / SCHEDULER / PROJECT CONTROLS / CONSULTANT
Developed and updated resource-leveled schedules for many projects including companies like AgustaWestland Helicopter, BE&K, Bowdoin College, Coastal Maine Botanical Garden, State Farm Insurance, and US Army Corps of Engineers.
- Developed and update fully integrated, resource loaded, CPM schedule for Brewer Professional Center-Building 2 & Cancer Treatment Center – This is a $40 million construction project over 18 months. The schedule consisted of about 900 activities to detail out the more than 33 subcontractors that will be performing the work on this project. Resource loading the schedule helped to optimize the subcontractors needs while helping to determine the overall project duration.
- Coordinated the planning team for 6 months to ensure fully integrated schedule (vertical & horizontal) for a $1.5 Billion for AgustaWestland Helicopter development and production program for Future Lynx that spans 12 years and will become the baseline for the Earned Value Measurement System (EVMS), consisting of over 22,000 tasks in MS Project 2003 Pro, plus assisted in the site wide development and implementation of EVMS.
- Assisted US Army Corps of Engineers in developing initial baseline schedule for Earned Value Management System (EVMS) requirement for reporting to NASA on CRUX Project.
- Developed an optimized and achievable schedule for BE&K to deliver 53 cold outage projects for International Paper to meet owners’ aggressive schedule constraints. Schedule consisted of 2300 activities in pre-outage and outage work including civil, structural, mechanical, piping, and electrical and resources to optimize resource requirements and minimize outage down time.
- Worked with Project Managers to develop and update schedules for software development and implementation utilizing resources at individual level vs. skill or craft for State Farm Insurance.
Jacobs Engineering 2008 - 2010
PROJECT CONTROLS MANAGER
Help local module assembly yard to develop project monitoring tools (both cost and schedule), for the building of 51 modules that consist of 8,827 tons of steel and 179,670 LF of process piping with operating pressures up to 4000 psi and tempatures of 1,000 degrees F. This aspect of the project is worth about $150 million of the total $9+ Billion. The schedule was the priority early on, the the cost became more important. The installation of these modules had to be coordinated with the installation sequence at the site. This yard was the first yard to ship modules to the site, which was a MAJOR Accomplishment for the program. Coordination of module delivery was critical because of the lack of storage space for these modules that were upwards of 40' wide by 120' long and 65' high. 3 other yards were also shipping modules in in North America.
SW&B Construction Company 2006 – 2008
PLANNER / SCHEDULER / PROJECT CONTROLS / CONSULTANT
Successfully created and updated CPM resource-loaded schedules for complex, large and/or critical projects for this heavy industrial general contractor that mostly services the Pulp & Paper Industry. Developed productivity reporting methods and One Page Project Pulse Reporting System.
The main client was VERSO Paper at both Bucksport and Jay, Maine facilities.
- Acting as the Owners Project Controls person, developed and updated fully integrated, resource loaded, CPM schedule for Recovery Boiler #1-Upper Furnace Wall Replacement for this $16 million Capital Improvements project that includes a 35 day outage. Also developed and simplified quantity tracking system to provide timely and accurate information as an early detection of a schedule variance.
- Converted and updated an MS Project schedule to a Primavera (P6) resources loaded, CPM schedule to establish an aggressive outage timeline for the #8 Supercalender Induction Profiler Installation at Verso in Bucksport. This was a unique schedule because the critical resource on the job was the access elevators not labor. Developed the #7 Supercalender Induction Profiler Installation schedule as well. Each outage schedule contained about 125 activities.
- Developed and updated a resource loaded, CPM Schedule for Groundwood Conveying & Loading Project, which was a 4 phased installation. This was an $11 million Capital Improvement project. The total project consisted of about 710 activities.
- Developed an optimized and achievable schedule to deliver 45 Spring 2007 Outage Projects for Verso Paper to meet owners’ aggressive schedule constraints. Schedule consisted of 1400 activities in pre-outage and outage work including civil, structural, mechanical, piping, and electrical and resources to optimize resource requirements and minimize outage down time.
- Developed and updated a fully integrated, resource loaded, CPM schedule for MACT1 (Maximum Achievable Control Technology) Project consisting of 225 activities to detail out the pre-outage and the 10 day outage work. Included was a simple pipe installation tracking system to tracking progress and production, since the job was mostly piping work.
HP Cummings 1998 – 2007
PLANNER / SCHEDULER / CONSULTANT
Successfully created and updated CPM resource-loaded and integrated schedules for clients such as Bowdoin College, Colby College, Lincoln & Sagadahoc Multi-County Jail, Southern Maine Medical Center, Spring Harbor Hospital, and several Maine Hospitals.
- Created the fully integrated CPM schedule for the Dorothy Walker Bush Pavilion at Southern Maine Medical Center. This is a $20 million Emergency Department Expansion (22,000 sf) and Extensive Renovations over this 32 month project using a resource loaded, CPM schedule to optimize resource requirements and project duration and to better manage this 7 phase project including over 35 subcontractors.
- Created engineering, construction, and start-up schedule for Lincoln & Sagadahoc Multi-County Jail, a $20 million, 21-month new construction project (90,700 sf/500 bed), which included resources to help minimize winter construction cost and optimize resource requirements including over 36 subcontractors.
- Scheduled 1800 activities for engineering, construction, and start up for Spring Harbor Hospital’s new $20 million, 86,000 SF, 22-month construction project including resources to help optimize the project duration and resource requirements including over 35 subcontractors.
Cianbro Constructors 1996 – 2006
PLANNER / SCHEDULER / CONSULTANT
Successfully developed and updated CPM resource-loaded, fully integrated schedules for large, complex and/or critical project for a large construction services company supporting industries including pulp and paper, nuclear, power generation, commercial, petro-chemical, semi-conductor, hospital/health care, and food. Created and reviewed mechanical and piping system breakdown for start-up and turnover. Developed various CPM schedules per project requirements, including alternate and proposal schedules. Created earned value system for process piping and electrical disciplines, and utilized earned value system to check lump-sum project progress.
Project for clients such as Bridgeton Hospital, City of Harrisburg (PA), Georgia-Pacific, Great Northern Paper, International Paper, Madison Paper Industries, Maine Yankee, MBNA, McCain Foods, Mead Paper, National Semiconductor, Northeast Utilities and Petrodrill.
- Successfully developed and updated the CPM, resource loaded and integrated schedule tied to the estimate for Waste to Energy Project in Harrisburg, PA. Project consisted of installation of 3 trash boilers on this 9-month, $18 million construction lump sum contract, which consisted of 1400 activities.
- Successfully developed and updated weekly resource-loaded and integrated schedule for construction of Mt. Toms, SCR (Selective Catalytic Reduction) Installation in Holyoke, MA, which included about 450 activities on this 8-month project.
- Created start-up and commissioning schedule for Petrodrill-Amethyst Project. Detailed specific sequence of activities required for start-up and commission of two semi-submersible, self-propelled oil drilling vessels; construction entailed 2 million+ hours over 20 months and contractor cost in excess of $180 million.
- Created and managed 4 Paper Machine Shutdown schedules ranging from $11 million cost plus to $63 million lump sum contract, with 250 crafts people up to 1500 at peak, durations from 20 to 45 days long (24/7). Detailed by 400 up to 2500 activities to create CPM, resource loaded and integrated schedules to help obtain optimum shut-down duration and resources requirements.
- Created and updated several capital projects for Maine Yankee using resource-loaded CPM schedules. Prepared monthly management reports, including critical cable separation project.
PLANNER / SCHEDULER/ CONSULTANT
William B. Poore/AC Engineering @ DOE - 1992 - 95
PLANNER / SCHEDULER - TRS Inc.
Surry Nuclear Power Station - 1991 - 92
MANAGER OF COST & SCHEDULING
SW&B Construction Corporation - Corporate Office - 1990 - 91
MANAGER OF COST
Wade & Searway Construction Corporation – Corporate Office - 1989 - 90
PROJECT COST MANAGER
Wade & Searway Construction Corporation - Field projects - 1985 - 89
PROJECT COST MANAGER 1983 – 85
PROJECT ENGINEER 1982 & 85
ASSISTANT PROJECT / COST ENGINEER 1980 – 81
C.T. Main Construction (formerly Cives Construction) - Field projects - 1980 - 1985