anthony marraro, pmp, dbia senior lecturer, texas … · designer/draftsman. mr. marraro’s...

ANTHONY MARRARO, PMP, DBIA

Education MS/1997/ConstructionManagement,TexasA&MUniversity,TXBS/1982/MarineBiology,TexasA&MUniversity,TX

Professional Registrations DesignBuildInstituteofAmericaProjectManagementInstitute

Years of Experience 31 Enteredtheprofessionin1985

ANTHONYMARRARO,PMP,DBIASeniorLecturer,TexasA&MUniversityAnthonyMarraro brings 31 years of program and project managementexperienceencompassingallaspectsofdesignandconstruction.HehasheldpositionsasaSeniorVicePresident,VicePresident,Director,OfficeLeader,UnitManager,ProgramManager,ProjectManager,ProgramandProject Controls Manager, Scheduler, Cost Engineer, Estimator andDesigner/Draftsman. Mr. Marraro’s project experience includestransportation,vertical, infrastructure,military,Embassy,petrochemical,fine chemical, water and wastewater, and environmental remediationassignmentsforgovernment,public,andprivateclients.Mr. Marraro has worked both domestically and internationally,completing 20 months in Iraq and Afghanistan supporting thereconstructioneffortsoftheUnitedStatesDepartmentofDefense.He is a senior faculty member at Texas A&M University, instructingundergraduatestudentsinConstructionSciences.HillInternational,SanFrancisco,CANorCalRegionalManager,Hill International (2013- 2016) –Mr.Marraro led theSan Franciscooffice andwas responsible forHill’sNorthernCalifornia (NorCal)marketterritoryandservicesectors.Heprovidedleadership,management,staffdevelopmentandmentoringtoprogram,projectandconstructionmanagementprofessionals.Hewas responsible for theoperations, Profit and Loss, businessdevelopment, marketing and proposal efforts, Power-of-Attorneyresponsibilities,hiringandrightsizingactionsfortheNorCalregion.Highlightsofthis assignment included securing fournewBayArea clients representingover$26M in new consultant contracts increasing backlog, leading the businessdevelopmentactivitiestoincreasethefirm’sfootprintinNorthernCalifornia,andrightsizingandrightstaffingtheofficeforlong-termgrowthandsustainability.HNTBCorporation,OaklandandSanJose,CANorCALDeputyOffice Leader,HNTB Infrastructure (2012- 2013) –Mr.Marrarowas responsible for assisting the NorCal Officer Leaderwith Operations, Salesandpersonnelmatters.Heprovidedleadership,management,staffdevelopmentand mentoring to a group of transportation engineers and planners includingCivil, Structural, Utilities, Rail, Program Management, Project Controls, andPlanning practitioners. Hewas responsible for the operations, Profit and Loss,business development,marketing andproposal efforts, andPower-of-AttorneyfunctionsforfiveNorCaloffices. SanJoseOfficeLeader,HNTBInfrastructure(2011-2012) – Mr.Marraro ledthefifty-person office in San Jose, CA. He provided leadership,management, staffdevelopment and mentoring to a group of transportation engineers includingCivil, Structural, Program Management and Project Controls practitioners. Hewas responsible for the operations, Profit and Loss, business development,marketing and proposal efforts, government relations, Power-of-Attorneyresponsibilities,hiringandrightsizingactionsforthisoffice.

2


Officer-in-Charge Hawaii Projects, HNTB Infrastructure (2010- 2013) – Mr.Marrarowas the corporate officer responsible for firm-wide design efforts forthreeHonoluluRailTransitProject(HART)Design-BuildprojectsinOahu,Hawaii.He provided leadership, P&L accountability, resource planning and staffing,contract and change management support and reporting, client relations,accounts receivables, and hiring for this program. Total Design Fees for theprogramwere$87.3M.District OperationsOfficer,West Division HNTB Infrastructure, District (2009-2013) - Mr.Marraro served as the CaliforniaOperationsOfficer for the largestHNTBdistrict.Hewasresponsiblefortheoperationalperformance,metrics,andreportingforthis275persondistrict.Hisresponsibilitiesincludedclientcontractreviews, client contract negotiations, Power-of-Attorney functions, leadingmonthlyproject reviews, implementingproject-specific recoveryactions, claimsanalysis and settlements, work sharing and personnel assignments across theDistrictanddivisionoffices.Director of Program Management, HNTB Infrastructure, Northern Ca. (2007-2011) - As the Director, Mr. Marraro hired and consolidated and led multiple,geographically diverse Program Management personnel in NorCal, creating atwenty-five person Program Management group that provided programmanagement support to four Bay Area clients and additional HNTB offices.Services provided included Program Management, Project Controls, RiskManagement, Planning, Contracts, and Project Administration support. Heregularly participated in client meetings involving project controls and claimsissues; evaluated and reported on Program Management and Project Controlsoftware; and provided project controls expertise while developing andresponding to Requests for Proposals. He led this group of Estimators,Schedulers, Cost Engineers, Earned Value Specialists, Risk Managers, andDocument Controllers, while managing the resources, training, personneldevelopment and assignments for the group. Mr. Marraro provided programmanagementandprojectcontrolsservicesandproductsandledapilotprogramtoimplementaProjectWiseDocumentControlsystemacrosstheDistrict. Relevant Project Experience HillInternational,SanFrancisco,CAPrincipalandProjectManager,SantaCruzMetropolitanTransitDistrict,JudyK.Souza Operations Building, (9/14- 7/16) – Santa CruzMetro completed a new,$16M state-of-the-art operations facility to replace a 30-year-old, substandardoperationsbuilding.Thenewfour-story,54,132sffacilityisratedasaCategoryIVEssentialFacilityanddesignedtoensurethestructuresurvivesandisoperationalintheeventofalargemagnitudeearthquake.Thefacilityincludesparkingspacesfor 100 buses and crew amenities including a Driver Room kitchenette, quiteroom, and outdoor patio. The facility includes central dispatching, operations,administrativeofficesandadrivertrainingroom.HillprovidedfullConstructionManagementservices in this$3.0McontractandMr.Marrarowas thePrincipalandinterimProjectManagerforthiscontract.Project Manager, San Francisco International Airport, On-Call ProjectManagement Support Services, (3/14- 7/16) –Mr. Marraro was the ProjectManager and primary client contact for this $2.5M Project Management staffaugmentation contract. Personnel provided for the client included an officeengineer, electrical and civil inspectors, BIM draftspersons, wayfinding design

3


services, and geotechnical investigation services.Mr.Marraro was responsibleforthescope,schedule,budget,contractadministration,andclientmaintenanceaspectsofthecontract.ProjectManager,NortheasternUniversity,NewCampusTennant InfillProject,Phase I, IDT Building, San Jose, CA, (12/14-3/15) – Mr. Marraro was theConstruction Manager for this Tennant Improvement project within the IDTbuilding. Services included coordinating the design effort, leading theprocurement of the contractor, analyzing the contractor bids, recommendingthe bid award, and construction management services for NortheasternUniversity.Work scope includedMEP and securitymodifications, new lighting,A/V additions, structural and custom wall treatments and new signage toincreasetheawarenessandhighlightthelocationofthenewfacility.Theprojectfinishedonscheduleandbelowbudget.Project Manager, Sacramento Regional Sanitation County Sanitation District,EchoWater Project, Elk Grove, CA, (3/13- 7/16) -Mr. Marraro was the ProjectManager to the HDR/Brown and Caldwell JV that provided ProgramManagementservicesforthismajorcapitalprogram.Theprogramconsistedofmultipleprojects includingabiologicalnutrientremoval (BNR)facilityandFlowEqualization project. The BNR project was the single largest project in theprogram,encompassingapproximately20footballfieldsandcostapproximately$600million.Whiletheupgradewasbeingbuilt,ongoingoperationsoftheplantcontinued uninterrupted. The total EchoWater program costwas estimated tobebetween$1.5and$2.1billion.HillprovidedPMISsoftware, software trainingand customization services, constructability reviews, estimating, scheduling,contract administration, and project administration support to the JV in this$12.5Mcontract.Project Manager, San Francisco Municipal Transportation Agency (SFMTA),CapitalProgram,SanFrancisco,CA,(3/13-7/16)–Hillprovidedconsultingservicesto the SFMTA for procuring and implementing a capital program controlssoftwaresystem.With50activecapitalprojectsranginginvaluefrom$5millionto $1 billion at any given time, the SFMTA’s most significant program is theCentralSubwayProject,whichincludedthe$1.6billionconstructionofa1.2-milesubwaythroughSanFrancisco’sdowntowncoreandintoChinatown.TomanagetheCentralSubwayProject,theSFMTAneededaprogrammanagementsystemcapable of tracking capital project budgeting, financing and contractorpayments; complex project design scheduling; construction scheduling; andcontractclaimsmanagement.Todeterminetheoptimalsolution,Mr.Marraro’steam reviewed SFMTA’s business practices and recommended changes andimprovements. Hill conducted a needs analysis to help the SFMTA and SFMTAconsultantstoidentifythefunctional,businessrequirements,andspecificationsfor the system that met the program control requirements for the CentralSubway Project, other capital projects, and the Agency. Hill services includedprocuringthesoftware;installation,configuration,testingandimplementingthesystem;andtrainingAgencypersonnelandotherSFMTAconsultantstousethesystem. Hill also provided program control consultant services to the CentralSubwayProgram, includingcostandschedulecontrol,documentmanagement,estimatingandclaimsmanagementsupport.TonyservedastheProjectManagerfor the contract. He was the primary Hill contact and was responsible for allscope,scheduleandbudgetelementsofthecontract.Heoversawthecontractdeliverablesanddeliverableschedule,providedprojectresourcesandservedasa

4


quality assurance resource for the team. Additionally, he provided issuesresolution, program planning and meeting facilitation services for the $22.3Mcontract.HNTBCorporation,OaklandandSanJose,CAPrincipal-in-Charge,MaintenanceFacilityDesign,Waipahu,Hawaii(2010-2013)–Mr. Marraro was the Principal responsible for the contract negotiations,performance, resources, client relationshipmanagementand staff assignmentsforthisDesign-Buildproject.Mr.Marraro’steamdesignedthemaintenanceandstorage facility that that included thesystemcontrolcenter,a 178,900sq. footLEEDSilverCertifiedmaintenancebuilding, trainvehiclewash facility, and trainwheel repair facility. Design services included architectural, structural,mechanical,electricalandindustrialequipmentdesignforthefourbuildings;sitework, roadway and paving design; trackwork and third rail; site utilities andstorm water retention basin; retaining walls and rail bridge (single-spanabutment) design; site lighting and landscaping; and electrical and systemsinfrastructure. Total Design Fee was $11.1M. Total project construction budgetwas$195M.Principal-in-Charge,KamehamehaGuidewaySegmentDesign,Waipahu,Hawaii(2009-2013) – Mr. Marraro was the Principal responsible for the performance,resources, client relationship management and staff development for this Design-Build project. This $350 million, 3.89-mile segment extends from PearlHighlandsnearLeewardCommunityCollegetotheUniversityofHawaii’sAlohaStadium. KHG is the second segment of the HRTP. The team designed andprovided construction support for the light rail aerial guideway, including theassociated roadway modifications, utility relocations, infrastructure and theelevated portion of the Aloha Stadium third track. Design services includedroadway modifications, utility relocations, maintenance of traffic, intelligenttransportation systems services, extensive 3rd party and utility ownercoordination, environmental mitigation and monitoring, and public outreachservices.ThetotalDesignFeewas$26.2M.Totalproposedprojectconstructionbudgetwas$372M.Principal-in-Charge,WestOahu/FarringtonHighwayGuidewaySegmentDesign,Waipahu,Hawaii(2009-2013)–Mr.MarrarowasthePrincipalresponsiblefortheperformance,resources,clientrelationshipmanagementandstaffdevelopmentfor this Design-Build project.WOFH is the first segment of theHRTP—a $5.3billion program that consists of a 20-mile elevated guideway rail transit lineconnecting West Oahu with downtown Honolulu and Ala Moana Center. The$483 million, 7-mile segment extends from Kapolei to Pearl Highlands nearLeeward Community College. The project included designing the elevatedprecast segmental guideway and foundations; track alignments; track andracewaydesign;qualitymanagement and constructionquality control services;providing systems interface and integration; utility relocation; maintenance oftraffic; intelligenttransportationsystems;andupgradingtheroadsurfacealongthe route. The alignment runs through dense urban environments and in themedianofmajorarterialstreetsandagriculturalsettingsandincludedfivemajorhighway interchange crossings; six rivers or channel crossings; 6.3 miles ofdouble-trackguideway;0.7milesofat-gradeguideway;andalong-spancrossingatH-1. The superstructure is a variable depth single cell post-tensioned cast-in-place concrete box girder erected using a balanced-cantilevermethod.HNTB’srole also included design management and independently checking thesegmental superstructure, guideway substructure design, traffic management,

5


and intelligent transportations systemsdesign. Theproject conducted a drilledshaft load test program to confirm construction installation techniques and toevaluatedesignparametersfortheguidewayfoundations.TotalDesignFeewas$50M.Totalproposedprojectconstructionbudgetwas$483M.Principal-in-Charge, Peninsula Corridor Joint Powers Board (2007-2013) –Mr.Marraro was the Principal responsible for the performance, resources, clientrelationshipmanagementandstaffdevelopmentforthisproject.HNTBwastheGeneral Engineering Contractor (GEC) for the Peninsula Corridor Joint PowersBoard (JPB) providing engineering, planning, program management, andconstructionmanagementservicesforsevenyears. HNTBcompleted149workdirectivesforbothHNTBandsubconsultantservices.Servicesprovidedincludedpreliminary and final engineering for bridges, structures, track improvements,grade separations, civil improvements, signals, security and communicationsrelateddesigns,valueengineering,andconstructabilityreviews.HNTBprovidednumerous planning, program management and construction professionals tofulfillrequestsforJPBstaffaugmentationassignments.ThetotalDesignFeewas$65.6M.Principal-in-Charge, City of Fairfield Train Station Design (2009-2013) – Mr.Marraro was the Principal responsible for the performance, resources, clientrelationship management and staff development for the project. TheFairfield/Vacaville Train Station Project included a new train station for theCapitol Corridor train route in Fairfield to serve commuters in eastern Fairfieldand Vacaville. HNTB provided professional and technical engineering servicesand site investigations, studies, reports, technical memoranda, plans,specifications,andcostestimates(PSE)forpreparationofbiddocumentsfortheproject. Engineering plans, calculations, specifications, staging and sequencingplansandrelatedreportswereprepared.HNTBsupportedpropertyacquisitionefforts by providing legal descriptions of property and plats and supportingnegotiationswith3rdpartypropertyowners.ThetotalDesignFeewas$4.04M.Totalproposedprojectconstructionbudgetwas$46M.Principal-in-Charge, San Francisco Municipal Transportation Agency CentralSubwayProject(ThirdStreetLightRailTransitProjectPhase2)(2009-2013)-Mr.Marraro identified, developed the client service plan for, and served as thePrincipalduringthepursuitanddesignforthisclient.TheHNTB-ledjointventureprovided architectural and engineering services for Design Package #3 for thefinaldesignandconstructionsupportoftheCentralSubwayProject.Thenew1.7mile light rail line services Union Square, Moscone Convention Center, YerbaBuena, andAT&TPark, andconnectsdirectly toBARTandCaltrain.Preliminarydesign included four stations, two of which are underground. HNTB provideddesignoftrack,streetanddrainageimprovements,mechanicalsystems,surfacestationandassociatedutility relocations,qualitycontrolandassurance,ProjectManagementincludingprojectcontrols,valueengineering,designintegrationofall design packages, and community coordination. The total Design Fee was$33.1M.Totalproposedprojectbudgetis$1.58billion. ProgramManagementConsultant,SanMateoCountyTransportationAuthority(SMCTA),CA,ProgramManagementSupport (2008-2009) -Mr.Marraro servedasaProgramManagementconsultanttotheSanMateoCountyTransportationAuthority. He provided programmatic advice and planning, RFP development,program-level cost estimates, Project Management Plan development, anddeveloped contracting and procurement strategies for the Director and staff.

6


The SMCTA is implementing a $1 Billion highway and Capital ImprovementProgram.SeniorTechnicalAdvisor,SantaClaraValleyRegionalTransit, (SVRT)CivilLineSegment, Santa Clara County, CA (2008) -Mr. Marraro provided advisory andsenior technical assistance to SVRT executive leadership during final design ofthe10.3mileBARTextensionfromFremonttoSanJose.Theprojectincludedthedesign of significant retained cut and aerial guideway structures, utilityrelocations, including relocation of two large bore gasoline pipelines, severalgrade separations, street improvements, creek and channel improvements,hazardousmaterialdisposal,and5milesofUPRRfreightrailroadrelocation.Thedesigncenteredonthecomplexinter-faceofMissionBoulevard,WarrenAvenueandanUPRR truck/rail transfer facility. Theworkalso includedpublicoutreachefforts in Milpitas, San Jose and Fremont as well as ROW planning andacquisition for the VTA.Mr.Marraro provided alignment exhibits, constructionstagingdocuments,qualityassuranceandauditing,meetingfacilitation,financialoversight,reportwritingandediting,andclientmanagementduringthisproject.TotalDesignFeewas$60M.ProjectConstructionCost:$700M.ECCInternational,Burlingame,CADirector of Planning andDevelopment Iraq,Afghanistan,Africa, (2005-2007) -AstheDirector,Mr.Marraroledastaffthatincludeddesignmanagers,planners,ProgramandProjectmanagers,engineers,andbusinessdevelopmentpersonnel.He identified two new federal clients and led the team thatwon a $1.2 billionMultiple Award Task Order Contract (MATOC) Design-Build contract inAfghanistan.Hedevelopedandimplementedstandarddesignprocesses,definedand wrote procedures, and was responsible for all deliverables related toengineering, planning, client management, and business development. Mr.Marraro planned, wrote, edited and produced over 40 proposals fororganizations including; Air Force Center for Engineering and the Environment(AFCEE); United States Army Corps of Engineers (USACE); United States StateDepartment; Naval Facilities Engineering Command (NAVFAC); US OverseesBuildingOperations(StateDept.),andtheUnitedNationsOperationsProgram.For planning, business development, and program operations purposes, Mr.Marraro ledtripstoAfghanistan,BurkinaFaso,Egypt,Georgia,Germany, Israel,Iraq, Jordan, and Kuwait. Additional duties included implementing ValueEngineering studies, strategic planning and Strategic Plan development, newmarket identification, client Program Review presentations, logistics, proposalteammember selection, subconsultant prequalification, contractmanagement,andplanningandstaffingofindustryevents.RepresentativeProjectswithinthisProgram:

American Embassy, Thailand, Design-Build of Anti-Terrorism ForceProtection Upgrades, Bangkok, Thailand- Under this $4.9 million Design-BuildcontractwiththeDepartmentofState,Mr.Marraro’steamincreasedsecuritywith anti-terrorism/forceprotection (ATFP) construction at theUSEmbassyinThailand.Theprojectteamdesigned,constructed,andupgradedthe main and rear Compound Access Control (CAC) facilities with ATFPupgrades at three locations at the Embassy’s existing compounds. Workscope encompassed all Embassy physical security requirements, perimeteranti-climb fencing, and 5 and 15 minute rated forced entry grilles over allcompoundwindows.Civil improvements includeddesignandplacementofnewCACfacilitiestoeliminateexposuretofloodingduringtherainyseason,andanew fuel facilityandsafearea.The teamdesignednewarchitectural

7


elements,matchingthoseoftheexistingfacilities.PhasedconstructionwascoordinatedaroundthisfullyoperationalEmbassyduringthedemolitionandconstruction of all modifications, additions, and security upgrades.Construction elements included perimeter walls and fences; active andpassive anti-ram barriers; forced entry (FE) and forced entry/ballisticresistant (FE/BR) doors, windows, and grilles; communications, data,emergency electrical, andmain electrical systems tied to existing systems;andsecurityperimeterlighting.ASPs and ACPs, ATFP and Security Upgradeswithin Afghanistan- VariousLocationsMr. Marraro led this team during the pursuit, design, construction andturnover phases of these Design-Build projects. The United States ArmyCorpsofEngineers,AfghanistanEngineerDistrict(USACEAED),selectedECCto design and construct eight Ammunition Supply Points (ASPs) and threeConsolidation Supply Points (ACP) concurrently at eight dispersed sitesthroughoutAfghanistan.Mr.Marraroassembledtheteamthatprovidedtheproject/sitemanagement,design,quality,construction,andsafetyoversightfor this $23 million anti-terrorism, force protection, contingency-typecontract. Mr. Marraro led the 35, 95, and 100 percent design efforts, theconstruction, and the turnover of theASPs andACPs, including utility andstormwater designs, power generation andmanagement systems, roads,andsecurity/forceprotectionfacilities.Theteamsclearedatotalof193,754square meters of unexploded ordnance within the eight locations.Construction at each site included twoguard towers, amain entry controlpoint, a guardhouse, an office and records storage facility, andsecurity/perimeter lighting. The team installed fences measuring 4,288meters long and 2.5 meter high topped with concertina wire and 11kilometers of HESCO baskets, including 33,000 concrete capped HESCObarriers with slurry coating. Each ACP and ASP was constructed usingconnexcontainersandconnectedby5,896metersofheavy-dutyroadway.RepairofSchools,GovernoratesofMuthanna,Thi-Qar,Missan,andWasit,and Ministry of Education Headquarters Building Baghdad, Iraq- For this $29.2millionAirForceCenterforEnvironmentalExcellence(AFCEE)Design-Buildcontract,ECCservedasboththeprimecontractorandtheconstructionmanager,responsibleforprovidingalldesignandconstructioncomponentsof this project. Mr. Marraro’ s team completed the assessment andreconstruction of 274 geographically diverse schools throughout SouthernIraq.Thecontractwasamendedto include thehistoricpreservationof theexterior and full redesign andmodernization of theMinistry of Educationbuilding indowntownBaghdadtoembassy-levelquality includingembassy-type security features. The team designed and constructed all necessaryinfrastructure including repair and/or replacement of sanitary and stormsewer, MEP, and facility structure and security systems. To assess thecondition of the schools, the team conceived and implemented a four-category facility rating system to prioritize repair and renovation needsconsistent with limited available funding to schedule and sequence work.During design, the team engaged the Iraqi National Construction andEngineeringConsultancyasadvisorstoassist inmeeting local Iraqibuildingrequirements. The teams’ securitymanagersworkedwith Iraqi communityleaders, subcontractors, and tribal leaders to address security issues andminimizehostile attackswhile implementing rotational schedules to lessenpredictability of activities and travel routes. The team constructed and/or

8


renovated over 4.2million square feet of educational spaces during theseprojects. Over 750 field personnel were provided training in constructiontechniquesonconcreteplacement,solidblockfootinginstallation,rooftrussinstallation, hollow block wall construction, electrical, plumbing, HVACinstallation,andsafetyprotocols.Thisteamcompletedtheseprojectsaheadofscheduleandwithinbudget,receivingtheAFCEEBlue(highest)ratingforcontractorperformance.AirForceCenterforEnvironmentalExcellence,USDepartmentofDefense,Construction Manager Ministry of Education Headquarters BuildingBaghdad,Iraq-Forthisinitial$29.2millionAirForceCenterforEnvironmentalExcellence (AFCEE) Design-Build contract, Mr. Marraro’ s team served asboth the prime contractor and the construction manager, responsible forproviding all design and construction components of this project. Mr.Marraro’steamcompletedtheassessment,reconstruction,andthehistoricpreservation of the exterior and full redesign and modernization of theMinistry of Education building and adjacent auditorium in downtownBaghdadtoembassy-levelquality includingembassytypesecurity features.Constructionelementsincludedallsupportinginfrastructureincludingrepairand/orreplacementofsanitaryandstormsewer,MEP,andfacilitystructureand security systems. During design phase, the team engaged the IraqiNational Construction and Engineering Consultancy as advisors to assist inmeeting local Iraqibuilding requirements.This teamcompletedtheprojectahead of schedule and within budget, receiving the AFCEE Blue (highest)ratingforcontractorperformance.HabbaniyahMilitaryBase,Habbaniyah,IraqMr. Marraro’ s team completed this $107 million (TO 22 $64.7M, TO 28$42.3M) Design-Build project under two separate task orders at theHabbaniyahMilitary base for AFCEE. Work scope included the renovationand construction of more than 70 buildings and 113,000 square metersincludingcompany,battalion,andbrigadeheadquarters;barracksanddiningfacilities; fire station, medical clinic, shopette, maintenance buildings,machine shops, and eight office buildings. Infrastructure improvementsincluded design and construction of water and sewer systems, electricalutilities,andperimetersecurityfeaturesthatincludedanentrycontrolpoint;seventeenguardtowers,perimeterfencing,anti-tankditches,andperimeterlighting. During design, the team engaged the Iraqi National Constructionand Engineering Consultancy as advisors to assist in meeting local Iraqibuilding requirements. The team utilized eight Iraqi subcontractors andmore than 380 workers-Iraqi Nationals who comprised over 90% ofworkforce. For this project, Mr. Marraro completed multiple field surveysandplanningtripstodefinetheworkscope,developtheworkandstaffingplans, construction sequencing, and the construction methodologies.Additionally, hewas responsible for developing the curriculum, identifyinginstructors, and implementing a six-week apprentice-training program totrain youngmen 16-22 years of age in construction skills for work on thisproject.Thisteamdeliveredasuperiorsafetyrecordofmorethan1.4millionman-hourswithonlysixOSHArecordableincidents.

ConstructionManager,ECCInternational,AnNumaniyah,Iraq,AirForceCenterfor Environmental Excellence, US Department of Defense, - Mr. Marrarocompleted a $57.8millionDesign-Buildproject forAFCEEat theAnNumaniyah

9


Military Base in Iraq. He led a ten-person construction management teamfocusedoncompletingrenovationsandadditionstoamajormilitarybaseintheWassit Province. The project included the construction or renovation of 82structures comprising 732,237 sq. ft., Structures andwork elements included amedical clinic, detention facility, mosque, civil improvements, utility upgradesandadditions(power,water,andcommunications), roadwayconstruction,a 14kilometerwaterpipelineandpumpstation,twoinstitutionalkitchensanddiningfacility, warehouses, a water treatment plant, and a waste water treatmentfacility.Hewasdirectly responsible formanaging the scope, schedule, budget,personnel,andallreportingfunctionsrelatedtothisproject.Priortohisarrival,this project was noncompliant with client expectations of performance. Hesuccessfully brought this project to closure on budget and repaired clientrelationships. This project completed one month ahead of schedule, and hereceived two letters of commendation from the client for his leadership andperformance.JacobsCarter-Burgess(JCB),Inc.,Oakland,CAUnitManager(2000–2004) – AsthePM/CMUnitManager,Mr.Marraro’sdutiesincluded staffingandhiringofprogramandprojectmanagers,project controlspractitioners, and construction personnel for the unit; direct client sales andbusiness development;managing JCB and sub-consultant personnel;managingtheunitbudget;invoicingandaccountcollections;andreportingtheunitstatustotheOfficeLeaderandcorporatemanagement.Mr.Marraropracticedbuildingclient relationships, business development, meeting facilitation, proposalwriting,andproposalpresentationsformultipleBayAreaclients.CalTrainCEMOFProject,SanCarlos,CA,ProjectManager-AstheclientProjectManager, Mr. Marraro led a twenty-five-person interdisciplinary consultantdesignteamandfivesub-consultantfirmsduringtheEngineering,Procurementand Construction (EPC) effort for the CalTrain Centralized Equipment andMaintenanceandOperationsFacility(CEMOF)inSanJose.Thisprojectincludeda108,000 sf maintenance building, train vehicle wash facility, emergencycommunications and operations center, fuel storage and metering,inspection/service pits, a train wheel repair facility, and storage building. Mr.Marraro’s responsibilities includedfinalizingtheenvironmentaldocumentsandpermits; directing the design team; developing the Contract ImplementationPlan;representingCalTrainduringpublicandprivatemeetingstothecommunityand the City of San Jose; developing and implementing the environmentalmitigation plan; resolving and coordinating right-of-way and real estate issues;developing3rdpartyagreements;leadingtheprocessofSafetyCertificationforthefacility;andmanagingthescope,scheduleandbudget issuesrelatedtotheCEMOF project including formal Value Engineering sessions. Concurrently, Mr.Marraroledanon-sitenine-personJPBteaminprovidingprojectcontrols,grantsandfunding,andcontractsadministrationsupportforCalTrain. CEMOFProjectcosts:$150M.ProjectManager,BayAreaRapidTransit (BART),HaywardComponentRepairShopsExpansion,Oakland,CA(2002)-ProjectManagerduringtheconstructionof a major expansion (8,300 sq. ft.) and seismic retrofit of the existing BARTrepair facility in Hayward, CA. The project included night and weekendconstructionshiftsandverytightschedulingconstraintsduetotheoperationalhours of the repair facility. The project completed on time andwithin budget.Projectcosts:$5.9M.Totalconstructioncost:$3.2M.

10


Project Manager, Oakland International Airport, Oakland, CA (2002) - As theProject Manager, Mr. Marraro provided project controls support and fuel lineinspection services for the Remain Overnight Parking Apron infrastructureimprovement contract for the Oakland Airport. The project included upgradesand additions to existing aircraft parking areas, taxiway overlay, engine run-up/testarea,electrical,water,andstormdrain improvements,andtheadditionof 1700 feet of fuel piping and associated control and monitoring systems.Projectfees:$1.2M.ProjectConstructioncost:$15.7M.Project Manager, Bay Area Rapid Transit (BART), Oakland, CA (2000-2002) -ProjectManagement& Program Controls Consultant responsible for providingsupport for the BART Automatic Fare Collection, Advanced Automated TrainControls,ConcordShops,andDalyCityYardsandLeadsprojects.Dutiesincludedprojectmanagement,meeting facilitation, scheduling, schedule analysis, claimsanalysisandsubcontractormanagement.Projectcosts:$150M.ZachryConstructionCompany,SanAntonio,TXProject ControlsManager, RohmandHaas SEP4Project, Deer Park, TX (1998-1999) – As the Project Controls Manager, Mr. Marraro was responsible forleading and controlling all efforts and deliverables for a seven-member fieldbasedProjectControlsteamforthisfast-trackDesign-Buildproject.Mr.Marrarosupported the Engineering, Procurement and Construction (EPC) activities toinstall a 200 foot Acrylic Acid Separations tower, tank farm, piping andassociatedoffsiteconstructionandtie-ins.Mr.Marrarodeveloped,implemented,andmaintainedanintegratedProgramControlssystemincorporatingPrimaveraP3, Expedition, Zachry Earned Value/Progress System, and client’s legacyaccountingsystem.Projectconstructioncost:$30M.ProjectControlsManager,RohmandHaasF4Project,DeerPark,TX(1998-1999)-ProjectControlsManagerresponsibleformanagingandcontrollingtheeffortsand deliverables of a seven-member field based Project Controls team for thisfast-track, Design-Build project. Mr. Marraro supported the Engineering,ProcurementandConstruction(EPC)activitiestoinstalltwoflocculationtowers,tankfarm,pipingandassociatedoffsiteconstructionandtie-ins.Hedeveloped,implemented, and maintained an integrated Program Controls systemincorporating Primavera P3, Expedition, Zachry Earned Value/Progress System,andclient’slegacyaccountingsystem.Projectconstructioncost:$17M.FluorCorporation,Sugarland,TXArco Alliance International, China Projects, State (1997-1998) - Lead CostEngineer responsible for creating and maintaining monthly cost reports,calculating project profit, completing project financial status reports. Mr.Marraro identified and calculated impact of trends, preparation and issuing of"as-sold" project pricing models and weekly man-hour tracking. He preparedproject review presentations and created and maintained work release logs.Additionally, he initialized andmaintained the EZTrac Earned Value system fortheARCOAlliance.Projectdesignfee$5M.Citgo Petroleum Corporation, C-4 Recovery Project, Lake Charles, LA (1998) –Mr.Marraro was the Lead Scheduler responsible for creating andmaintainingthe engineering and procurement schedule for the debutanizer anddepentanizerunitstomaximizeC-4recovery.Thescheduleincluded250targetedactivities,includingalllong-leadprocureditems.Dutiesincludedfieldverificationtrips to St. Charles, LA, attending task force meetings, creating and issuing

11


schedule status reports, and reporting of progress through the Earned Valuesystem.Projectconstructioncost$8M.Citgo Petroleum Corporation, Deheading/Debottlenecking Project, LakeCharles,LA(1998)–Mr.MarrarowastheLeadSchedulerresponsibleforcreatingand maintaining the schedule for the detailed engineering and procurementschedule of a Coker Unit deheading project in Lake Charles, LA. Projectconstructioncost:$9M.MobilProduction,Nigeria,YOHO 1BProject,Nigeria (1998)–Mr.MarrarowastheLeadSchedulerresponsibleforcreatingandmaintainingtheschedulefortheEngineering Design Phase of an offshore platform development project inNigeria, Africa. Duties included scheduling, attending task forcemeetings, andreportingofprogressthroughtheEarnedValueprogresssystem.Projectdesignfee:$2M.TCE:CrabOrchardEnvironmentalRemediationProject,Marion, IL(1998)–Mr.Marraro was the Lead Scheduler responsible for creating andmaintaining thescheduleforthedetailedengineeringofanenvironmentalremediationeffortatCrabOrchardSuperfundSiteinMarion,IL.Projectdesignfee:$1.5M.ValeroEnergyCompany:FluidCatalyticCrackingUnit,Houston,TX(1997)–Mr.Marraro was the Lead Scheduler responsible for creating andmaintaining theschedule for a fluid catalytic cracking unit that included revamping, a newelectricalsubstation,andvesselandequipmentadditions.675targetedactivities,including all long-lead procured items. Mr. Marraro loaded this schedule intoEZTrac software for automated Earned Value calculation. Project constructioncost:$65M.Marathon Alliance: Fluid Catalytic Cracking Unit Refit Project, Garyville, LA(1997-1998) – Mr. Marraro was the Scheduler/Cost Engineer responsible forcreating and maintaining the engineering design schedule for a fluid catalyticconverterunitrefitandexpansion.Hisdutiesincludedattendingfieldtaskforcemeetings and reportingprogress through the Fluor EarnedValue andprogresssystem. He created and maintained monthly cost reports, calculated projectprofitandcompletedprojectfinancialstatusreports.Heidentifiedandassessedimpacts of trends, prepared and issued “as-sold" project pricing models andweeklyman-hourtrackingreports.ButingaNaftaJSC:ButingeOilTerminalProject,Butinge,Lithuania(1997-1998)–Mr.MarrarowastheSchedulerresponsibleforcreatingandmaintainingportionsof the detailed schedule for amarine terminal and pipeline project in Butinge,Lithuania. 4000 activities, targeted and resource loaded. Project constructioncost:$280M. Exxon:NatunaOffshoreDevelopmentProposal,Natuna,Indonesia(1997-1998)–Mr.MarrarowastheSchedulerresponsibleforcreatingandmaintainingportionsoftheNatunadevelopmentproposalscheduleforanoffshoreplatform,pipeline,andmarine terminaldevelopmentproject inNatuna, Indonesia. 3200activities,targeted, resource loaded with master and subprojects. Project constructioncost:$1.5B.NabiscoBiscuitCompany:HoustonOREOLineProject,Houston,TX(1997)–Mr.MarrarowastheSchedulerresponsibleforcreatingandmaintainingportionsof

12


the detailed and summary schedules for a plant expansion and reengineeringprojectinHouston,Texas.Projectconstructioncost:$20M.One Witco Alliance (1997) – Mr. Marraro was the Scheduler responsible forcreatingandprogressingtwentyengineeringschedulesformultipleprojectsforthe Witco Occupational Safety and Hazard Administration compliance effortthroughouttheUnitedStates.ProjectDesignFees:$500,000-1Meach.Texas A&M University: LaSalle Hotel Project, Bryan, TX (1996-1997) – Mr.MarrarowastheScheduler/CostEngineer/Estimatorresponsibleforcreatingtheconstruction estimates and schedules to support a feasibility study for a hotelconversion to a student housing facility. He performed the preliminary anddetailed scoping and required space planning. Mr. Marraro also completed afinancialanalysisandsensitivitymodel tosupport thedecision toproceedwithor terminate the project. He created artwork and drafting required for floorlayoutsandpublicpresentations.DovetailDesignandConstructionCompany,MoreheadCity,NC(1991-1995)–AsPresident/Owner/Operator of the commercial and residential constructioncompany,Mr.Marraro’sdutiesincludedsales,design,management,estimating,scheduling, planning, production and supervision of labor and sub-contractorforcesduringconstructionandremodelingactivities.Hesuccessfullycompletedthirty-twoprojects.Coast Realty and Construction Company, Emerald Isle, NC (1987-1991) - AsPresident, Mr. Marraro owned and operated a commercial and residentialconstruction and real estate firm in this oceanside community.Duties includedmanagement of construction and real estate sales forces, development ofmarketing strategies, strategic planning, estimating and scheduling of projectsandworkforces.Hesuccessfullycompletedoveronehundredprojects.Specialized Training • USACEConstructionQualityManagementforContractors(8hrs)• UniversityofDenverLeadershipDevelopmentTraining(80hrs)• FedPubInternationalGovernment/CommercialContracting(11hrs)• ECCManagingGovernmentContracts(24hrs)• ECCGovernmentContractsAuditTraining(8hrs)• DBIAHighPerformanceContracting(8hrs)• DBIABootCamp(40hrs)• OSHAConstructionSafetyTraining(10hrs)• CalTrainProjectManagerTraining(12hrs)• CaltransProjectDevelopmentCourses:ü GettingProjectsStarted(8hrs)ü Right-of-WayAcquisition(8hrs)ü DesigntoConstruction(8hrs)

• FacilitativeSalesTraining(16hrs)• LeadershipDevelopmentTraining• ProjectManagementTraining• RiskManagementSeminar(8hrs)

Project Awards

HappyHollowBridges,SanJose,CA2012–EngineeringNews-Record,Best2012Project,SmallProjectunder$10M.

13


2012–EngineeringExcellenceHonorAward,presentedbytheAmericanCouncilofEngineeringCompanies

2012– National Recognition Award, American Council of EngineeringCompanies

2012–ProjectoftheYear-APWA,SiliconValleyChapter2012–Outstanding Parks and Recreation Project, by American Council of

EngineeringCompanies,SanFranciscoSection2011– Outstanding Bridge Project of the Year, by American Council of

EngineeringCompanies,Region9StevensCreekCorridor,SanJose,CA2012–Engineering Excellence Merit Award, American Council of Engineering

CompaniesWrigleyCreekImprovements,SanJose,CA2012- Environmental Project of the Year, American Council of Engineering

Companies,SanFranciscoSectionMaryAvenueBridge,Cupertino,CA2011–Structural Engineering Excellence Award, Landmark Structures-Small

Project,bytheStructuralEngineersAssociationofCaliforniaSanFranciscoBayBridge,SanFrancisco,CA2011–ProjectoftheYear,bytheCaliforniaTransportationFoundationCaltrainCentralizedEquipmentandMaintenanceandOperations Facility,SanJoseCA2009-EngineeringExcellenceMeritAward,AmericanCouncilofEngineering

Companies2008-TransitProjectoftheYear,byCaliforniaTransportationFoundation

anthony marraro, pmp, dbia senior lecturer, texas … · designer/draftsman. mr. marraro’s...

Documents