GLENN WRIGHT, PMP

South Jordan, UT 84095-5693 801.865.7809 glenn.wright05@gmail.com

PROFILE: ENGINEERING PROJECT MANAGER

~ Deep knowledge and expertise in instrumentation, electrical design, and automation technology projects ~
More than two decades in full scope solution plan development on complex projects within diverse industries including oil and gas and mining. A leader who builds cohesive project teams which include engineers, vendors, partners and subcontractors. Ensure a collaborative environment among contributors from diverse cultural and international backgrounds. A history of transforming processes through the incorporation of best practices including quality controls and lean methodology. Incorporate a high level of accuracy and efficiency in the development of engineering work packages and maintenance plans. Exceed client expectations while staying within projected timelines and budget. Project Management Professional Certification Six Sigma Green Belt Certification

LEADERSHIP SKILLS
Quality Controls Communications Management Resource Management Budget Oversight Procurement Risk Analysis EVM Calculations Financial Management Project Estimating Project Scheduling Contract Negotiations Vendor Management Project Reporting Regulations Compliance Material Purchasing

PROJECT MANAGEMENT EXPERIENCE

PRECISION SYSTEMS ENGINEERING, INC. SALT LAKE CITY, UT Senior Project Manager (Contractor) 2011 - 2013 A multi-discipline engineering firm specializing in heavy industrial processing facilities. The firms expertise extends to mining, mineral processing, petrochemical and energy production. Managed cost, schedule, and performance of multiple related projects for Kennecott Utah Copper. Also conducted a feasibility engineering study on behalf of Newmont Long Canyon. Coordinated the work of 15 team members encompassing staff from the primary vendor, Siemens Corporation, as well as plant maintenance staff. Implemented lean initiatives to streamline project implementation, performance and reliability, and achieve strategic business and organizational objectives. Led a team of 15 on a $12 million project encompassing PLC and automation upgrades to 3 SAG Mills for Kennecott Utah Copper. Improved ore grinding operations and reliability to limit down time. Managed 15 engineers in a $9 million PLC and automation upgrade project to a Kennecott Utah Copper SAG Mill with unique control systems. Enhanced reliability and expanded recovery. Upon assuming leadership of the Kennecott Utah Copper projects, successfully brought the projects back within scope and budget. Improved, streamlined, and advanced project timelines and execution phases which resulted in a significant reduction in the upgrade schedules and translated into a cost savings of $1.25 million. Oversaw a feasibility engineering study on behalf of Newmont Mining Long Canyons investment committee. Directed 22 team members in this $300,000 project. Delivered engineering recommendations to guide the development of strategic business initiatives and the design of a capital budget.

CH2M HILL, INC. SAKHALIN ENERGY RUSSIAN FEDERATION Senior Shutdown Project Manager 2009 - 2010 A joint venture between CH2M Hill and major oil producers on Sakhalin to perform construction for both the exploration and production activities on the island and LNG facilities. Managed client engagement services and solution implementations as a project leader in the developing oil and gas industry in Sakhalin Island. Supervised a staff of 6 Russians and 4 Europeans in maintenance activities. Mentored

GLENN WRIGHT, PMO

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Russian instrumentation and electrical staff on proven lean methodologies to encourage planning, excellence, best practices in project management, and the application of technologies to the business assets. Managed the transition of the client from solutions implementation to client asset support. Directed a 10-person project team in the development of a shutdown and maintenance package for the Molypak off shore oil and gas platform. Trained Russian workforce on the application of lean methodology into maintenance activities. Successfully established a baseline for current and future maintenance activities and turnarounds. Developed a shutdown and maintenance package for the onshore LNG plant. Designed a streamlined process for the safe and effective transfer of natural gas into liquid form. Trained Russian staff on operational management and effectively turned over management to Russian personnel within the projected timeframe.

CH2M HILL, INC. DENVER, CO Project Engineer/Support Manager 2005 - 2009 A global provider of full-service consulting, design, construction, and operations services for corporations, and federal, state, and local governments. Spearheaded project management and engineering activities within the Engineering Services Department. Collaborated with client in the presentation of statement of work and contract negotiations to secure new and follow-on work. Oversaw engineering design production, system development, and implementation of instrumentation and electrical work packages. Trained engineering design staff on in-house project management practices as well as a new integrated software management program for electrical and instrument activities. Project manager on a large-scale mainteance turnaround for a BP refinery. Supervised a team of 6 engineers in the analysis and presentation of engineering work packages which incorporated streamlined engineering processes and the replacement of outdated and obsolete equipment. Managed the installation of electrical instrumentation for the upgrade of load out swing arms critical to tankers arriving at the docking station. Conducted a safety survey at numerous BP propane gathering stations throughout the Midwest. Interfaced with BP staff on safety practices and the analysis of shutdown systems. Presented engineering work packages aimed at improving safety throughout the stations. 2003 - 2005

NATIONAL GALLERY OF ART WASHINGTON, DC Facilities Project Manager and Engineer

A national art museum open to the public and free of charge, the museum was privately established in 1937 for the people of the United States of America by a joint resolution of the United States Congress. Recruited to establish the facilities electrical engineering support department. Supervised 8 electricians and multiple external contractors in the execution of $1.4 million in maintenance and electrical upgrade projects. Sourced, reviewed and negotiated electrical contracts and services. Designed scope of work and project plans, and oversaw project execution and close out. Oversaw internal electricians and outside contractors in multiple electrical upgrade projects throughout the gallerys 2 buildings, which were originally constructed in the 1930s and early 1970. Transitioned the photo development wet process lab to a modernized digital process lab. Supervised a team of 8 in this $450,000 changeover project. The new lab e nhanced the photo quality of the Gallerys photographs to be issued to other art galleries and the general public. Early career roles in engineering design within manufacturing and chemical industries.

PROFESSIONAL AFFILIATIONS
Project Management Institute (PMI) Project Management Institute (PMI) Northern UT Chapter