PCSI

Projects

About Columbia River Crossing Project

Columbia River Crossing Project, Vancouver, WA (2010-Present) – Sub-consultant to Gannett Fleming – Serving as the Project Controls Manager FTA PMOC for the CRC project. The total budget for the project is approximately $3.5 billion. The project is comprised of Columbia River Bridge design and construction on I-5 with 2.9 miles of light rail component that involves several elements of track construction including track on grade, grade separated track, and stations for joint use by both light rail trains and buses. Pradeep is providing a detailed review of Grantee’s project schedule, costs, and risks on a monthly basis on both the projects.

LA Metro Crenshaw/LAX, Los Angeles

LA Metro Crenshaw/LAX, Los Angeles, CA (2011–2013) – Served as the Risk Manager on this $1.75 billion project. This project is comprised of complex light rail system through urban areas, which involves tunneling, cut and cover, track on grade, and grade separated track. As a risk manager Pradeep conducted two Risk Workshops and developed risk assessment reports on a monthly basis. Pradeep also conducted Value Engineering workshop that culminated in the savings of $34 million in the project costs.

Central Link/University Link, Seattle

Central Link/University Link, Seattle, WA (2007-2009) – Sub-consultant to STV Inc. – Served as the Project Controls Manager FTA PMOC for the Sound Transit Central Link and University Link Light Rail projects. The total budget for the project was approximately $2.4 billion and $1.9 billion respectively. The Central Link project is comprised of 14 miles of complex light rail system that involves several elements of track construction including, tunnelling, track on grade, grade separated track, retrofitting a tunnel and stations for joint use by both light rail trains and buses. The University Link project consists of 3 miles of double bore tunnels and two underground stations.
As a PMOC, provided a detailed review of Grantee’s project schedule and costs on a monthly basis on both the projects. In addition, contributed in several Risk Assessment workshops designed to analyze risks and develop mitigation strategies; was instrumental in the development of the deterministic range of numbers, generating the statistical probability factors, and developing the associated graphic depictions for inclusion in the subsequent report. As a PMOC, prepared several key reports for FTA including, PG 34A (Project Schedule Review), PG 35C (Project Schedule Contingency Review), 19B (Grantee Readiness Review for FFGA), and PG 40B (Assessment of Project Schedule Risks). Has also interfaced extensively with FTA Region X staff regarding cost, schedule, and the risk assessment process.

BART, Oakland CA (2007–2013)

BART, Oakland CA (2007–2013) As a Deputy Program Manager for the General Engineering Contracts, managed over twenty multi-discipline teams of small and large sub-consultants (PB, HNTB, Jacobs, AECOM, Stantec, STV, HDR, HMM) performing civil, structural, mechanical, electrical, and architectural design on a variety of facilities including: Project Management, Cost Estimation, Scheduling, Design Management, Procurement, Field Installation & testing.

Southwest Corridor and North Corridor, Houston TX (2009)

Southwest Corridor and North Corridor, Houston TX (2009) – Sub-consultant to Shaw Group – Served as a Risk manager and provided a detailed review of Grantee’s project schedule for Southeast and North corridor projects. For these at grade alignments, participated in Risk Assessment workshop to develop deterministic range of estimates, generating the statistical probability factors, and developing the associated graphics for inclusion in the subsequent reports. As the PMOC, prepared key reports for FTA including, PG 34A (Project Schedule Review), PG 35C (Project Schedule Contingency Review), and PG 40B (Assessment of Project Schedule Risks).

Los Angeles Unified School District, Los Angeles, CA (2006-2007)

Los Angeles Unified School District, Los Angeles, CA (2006-2007) – Project Controls Manager in-charge of developing internal policies and procedures for the Region’s facility improvement program. Managed a team of cost analysts and schedulers for planning and administering the project/program budgets, tracking expenditures, and the project/program program schedules.

River Rock Casino, Healdsberg, CA (2005–2006)

River Rock Casino, Healdsberg, CA (2005–2006) – Project Controls Manager in charge of developing the budgets, schedules, and program control processes for a $227 M D-B GMP Casino Development project. Responsibilities included customizing Project Management Manual, development of program schedule, development of design and construction processes and project controls, strategizing project delivery methods, preparing weekly and monthly reports, and preparation of presentations to the Tribe Board.

LA Community College District (2004-2005)

LA Community College District (2004-2005) – Senior Scheduler/Project Manager in charge of Program Schedule for a $ 240 million school capital improvement program in public contract’s domain. Responsibilities included developing and managing program level schedule, review and analyzing the general contractor’s schedules, managing construction and design process and generating reports for the LATTC administration. Additional responsibilities included management of a construction project.

Los Angeles Unified School District (2003-2004)

Los Angeles Unified School District (2003-2004) – Senior Scheduler for activation of New Schools Program, in-charge of development of Program Schedule for bringing 53 new school facilities on-line. Responsibilities included developing school activation process and procedures, work flow diagrams, activation manuals, coordination with various operational units within the school district during the opening of the schools and progress presentation to the LAUSD Board.

UCI California Institute for Information Technology & Telecomm (2002)

UCI California Institute for Information Technology & Telecomm (2002) – UCI representative for managing the schedule for this state-of-the-art $35 Million high-tech Design-Build project that included clean rooms, laboratories and lecture halls.