You are here: Home / CV’s / George T. McLaughlin (Project Management)

George T. McLaughlin (Project Management)

POSITION / TITLE: PRINCIPAL

EDUCATION

  • Executive MBA, Wharton School/University of Pennsylvania, 1981
  • MS/Engineering, The Catholic University of America, 1975
  • BS/Engineering, United States Naval Academy, 1965

EXPERIENCE: PROJECT MANAGEMENT

  • World-Wide Data Center Program – Program Manager – managed initiation, strategic planning, alternative analysis and Front End Loading including site selection, facility and infrastructure design and EPC contractor selection. Coordinated information technology strategy consultants, concept design consultants and numerous owner entities for replacement of world-wide data centers for a global pharmaceutical company. Utilized structured capital Project Delivery Process consistent with corporate leadership expectations.
  • Oil Sands Upgrader – Project Manager of Sulphur Recovery and Hydrogen Projects– Developed and issued Request for Proposal for both Sulphur and Hydrogen projects. Sulphur contracting strategy was lump sum engineer, procure, construct and Hydrogen was lump sum turnkey. Prepared cost estimate for Hydrogen project.
  • High Technology Office and Laboratory Complex – Project Manager - Managed conceptual design, detailed engineering, procurement, construction, and startup phases of mechanical and controls / automation scope of work.
  • Program Execution Planning – Program Management – Provided overall Program Management for development of master plans for roughly 100 Regulatory Consent Decree projects for a major international pharmaceutical company. Master Plans defined schedule, manpower and cost. Also provided Project Management support for executing many of these projects. Provided initial startup for an owner Project Management Office (PMO).
  • $1.6 Billion Natural Gas Pipeline Project Conducted extensive management review and assessment regarding the properness of all aspects of this major capital investment. Work included analysis of As-Planned and As-Built schedule to address issues of delay, acceleration, and disruption.
  • $750 Million Pharmaceutical Launch Facility Conducted detailed review and analysis of alteration (changed work) orders (approximately 1000) to determine responsibility for cost and schedule overruns. Critically redirected schedule Time Impact Analysis work.
  • $2 Billion Natural Gas Processing Plant Conducted review of project schedule for the execution of this project which was nearing completion of the basic / conceptual design. The scheduled duration and sequencing of startup as well as other matters were in dispute.
  • $7 Billion Heavy Crude Extraction Project Conducted project management review and assessment of all aspects including planning and scheduling. Project scope included extensive production field (unrefined product), pipeline network, upgrader/refinery, major cross-country refined product pipeline, and terminal.

POSITIONS HELD

  • MCLAUGHLIN & MCLAUGHLIN, Sacramento, California 1992 to present PRINCIPAL
  • WEM, INC, Sacramento, California 1991 to 1992 PRESIDENT
  • THE ATMOS GROUP, Kenilworth, New Jersey 1987 to 1991 PRESIDENT
  • PATHFINDER, INC., Cherry Hill, New Jersey 1981 to 1986 VICE PRESIDENT (1984 to 1986) GENERAL MANAGER (1981 to 1983) PRINCIPAL ASSOCIATE (1981)
  • SELBY BATTERSBY & COMPANY, Philadelphia, Pennsylvania 1979 to 1980 MANAGER – MARINE CONSTRUCTION
  • NUCLEAR INSTALLATION SERVICES COMPANY, Cherry Hill, New Jersey 1978 to 1979 PROJECT MANAGER / CONTROLLER
  • UNITED STATES NAVY, 1965 to 1978 COMMANDER

REGISTRATION

  • GENERAL CONTRACTOR, California “B” No. 776808
  • Project Management Professional (PMPR) – No. 215340
  • Association for the Advancement of Cost Engineering International (AACEI) – Member
  • Project Management Institute (PMI) – Member – College of Scheduling – College of Performance Management

OTHER / REMARKS SEMINARS PREPARED AND PRESENTED (3 to 10 day duration)

  • Project Definition Rating Index (PDRI)
  • Changes, Claims and Pricing
  • Applied Project Management (various)
  • Geothermal Power Plant Startup
  • Cost Engineering, Management, Estimating, & Control
  • Strategic Planning of Capital Ventures
  • Contracting (development and administration)
  • Contracting Pitfalls
  • Planning and Scheduling
  • Independent Project Reviews (diagnostic techniques)
  • Project Controls
  • Project Management for Environmental Projects
  • Claims and Disputes – Contract Baselines, Time & Progress Management, Schedule and Delay Analyses