Edward A. Wheeler

 

BACKGROUND SUMMARY

Mr. Wheeler is an Executive Consultant with Long International, and has a background that includes over twenty years in the Heavy Civil construction industry. This experience started in the field as an Operating Engineer for one of the largest Heavy Civil contractors in the United States and led to assignments as a Project Engineer, Project Manager, Project Scheduler, Contract Administrator, Scheduling Consultant, Senior Scheduler, and Corporate Scheduler for one of the largest international construction companies in the world. He has had a significant role in the development of large, sophisticated project schedules on several high profile projects from California to New York City totaling over $4 billion.

 

Mr. Wheeler has proven experience working for management consulting, construction management, and construction companies. He provides clients with superior hands-on knowledge of the industry and the analytical/problem solving skills necessary to understand and demonstrate the effects of complex construction issues and time related impacts.

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EDUCATION
Masters Degree, Business Administration (MBA), Northern Arizona University, 1999, Emphasis, International Business Management/MIS
B.S., Construction Management, California State University at Chico, 1992, Minor, Business Administration

TECHNICAL EXPERIENCE
Representative U.S. and international technical experience includes:

 

PROJECT EXPERIENCE

Mr. Wheeler has provided project controls leadership and direction on the following projects using Primavera Project Planner (P3) for Windows and Primavera 5.0/6.0 for Engineering and Construction.

Olmsted Dam Project ($800 million)  -  Provide leadership and experience to project controls team on the $800 million Olmsted Dam Project. Managed, integrated, coordinated and reviewed the work of the project control team. Provided program management and coordination between the client (US Army Corps of Engineers), the contractor (Washington Group International), and the design team. Provide monthly progress reports regarding cost and schedule (SPI) using Primavera 5.0/6.0 for Engineering & Construction. Provided a monthly review and evaluation of the contractor’s performance to the client. This was a Cost Reimbursable Project, and the CPM schedule was cost loaded at the Expense Item Level with over 9,000 activities to be used for Cash Flow Forecasting and EVMS purposes.

Brooklyn-Queens Expressway (BQE) Project ($230 million)  -  Responsible for the development and maintenance (updates) of the Baseline CPM Schedule on the BQE Project. Provided schedule expertise, project administration, coordination, analysis, and negotiation of all time-related issues. The schedule was resource loaded with 2,840 activities. This was a $230 million contract to rehabilitate two miles of the Brooklyn-Queens Expressway in Queens, NY. The project included reconstruction of roadway, ramps, and overpass bridges, and resurfacing and rehabilitation work on streets below the main structure, as well as reconstruction of the Grand Central Parkway Connector, which links the BQE to the Parkway. The contractor was required to demolish 19 bridges, construct 15 new road bridges and two railroad bridges, relocate sections of CSX railroad, as well as install 18,000 linear feet of retaining walls. All lanes on the Expressway remained open to vehicular traffic during rush hours (ribbon construction).

FDR Drive Reconstruction Project ($136 million)  -  Responsible for the start up and development of the Baseline CPM Schedule through the NYSDOT approval process. Follow-up included project oversight responsibilities. The schedule was cost and resource loaded with 2,344 activities. This project consisted of a $136 million contract by the New York State Department of Transportation to rehabilitate 1.28 miles of the FDR Drive from 53rd Street to 63rd Street along the East River in New York City. The scope of work includes replacing the bridge and viaduct superstructures, rehabilitating the roof structure and barrier and retaining walls, seismic retrofitting, lighting, signs, and drainage. The most challenging aspect of the assignment is construction of the outboard detour roadway.

Route 18 Extension Section 2A Project ($76 million)  -  Responsible for the start-up and development of the Baseline CPM Schedule through NYSDOT approval process. Follow-up included project oversight responsibilities. This project consisted of a $76 million contract to construct six bridges, twelve retaining walls, six multi-use pathways (MUPs), and approximately four miles of new highway including twelve on and off ramps for the new Route 18 Highway Extension through Rutgers University in the state of New Jersey. This project also required the relocation of existing overhead and underground utilities. Much of the cut/fill earthwork on this project required the clearing of trees and shrubs adjacent to River Road. Several drainage culverts were be installed along with arterial roadways going to and from the University.

NYC Time Square Rehabilitation Project ($90 million)  -  Provided support to management team including schedule review and development of working schedules and sub-networks for claims purposes. The schedule was cost and resource loaded 2,823 activities. This project consisted of a $90 million contract to reconstruct Times Square Subway Station, the largest and busiest in New York City Transit’s system – a facility that serves as a hub for four subway lines carrying 500,000 passengers on a daily basis. The most challenging component was the expansion of the 41st Street and 7th Avenue mezzanine, which required demolition and excavation of the subway roof and roadway in order to relocate and temporarily support major utilities. This was followed by the installation of a complex decking system for the purpose of allowing traffic to run smoothly while construction took place underground. Key elements of the contract included: extensive demolition and new construction of stairways, concrete floors, platforms, and precast glass block sidewalk panels, and an artistic mural.

Boston Central Artery Project “Big Dig” ($400 million)  -  Integral member of a claim scheduling team responsible for providing support documentation, presentation, and negotiation for a $30 million claim. This project consisted of a $400 million contract to construct a combination of thousands of feet of cut-and-cover tunnels, boat sections, viaduct, jacked tunnels underneath active railroad tracks and roadway lanes. Construction methods included decking systems, temporary bridges, and the underpinning of the elevated Central Artery viaduct. The team chose segmental precast concrete as the method of construction for the viaducts.

New York Avenue Metrorail Station ($62 million)  -  Provided support to management team including schedule coordination, review and development of Baseline CPM Schedule. Follow-up includes project oversight responsibilities. The project consisted of a $62 million contract to construct a new “drop in” metro station in Washington DC, including all track work and connections. A station was constructed between two existing stations, New York Avenue was the first new station added to the existing system on Metro’s busiest line, the Red Line. This at-grade level station will be built on a combination of the existing railroad embankment and bridges.

Highbridge Yard Maintenance Facility ($17 million)  -  Provided scheduling support to the estimating team. Developed pre-bid schedule and aided in the development of Baseline CPM Schedule. Follow up includes project oversight responsibilities. The project consisted of a $77 million contract to construct a 62,000 SF rail car maintenance facility (ten car lengths) with two tracks and the installation of associated maintenance and repair equipment. The facility also included an additional 8,300 SF of office space and employee locker rooms located on the second floor. Other project components include the construction of 35,000 feet of track along with 32 switches and electric substation, as well as an employee station.

Roosevelt Avenue/74th Street Reconstruction ($87 million)  -  Provided support to management team including schedule coordination, review and development of Baseline CPM Schedule. Follow up includes project oversight responsibilities. The schedule was resource loaded with 3,200 activities. The project consisted of an $87 million contract to completely renovate the massive Roosevelt Avenue/7th Street Station Complex, which includes a large bus station at the same location. The work at the subway stations features major reconstruction of transfer passageways and stairs, including reconfiguration of the IRT mezzanine. A new street level intermodal facility including employee and equipment facilities and concession spaces were also constructed. The facility included a street-level control area with stairs serving all of the stations and the employee and equipment areas.

Poletti 500 Megawatt Power Plant Project ($250 million)  -  Provided scheduling support to estimating team. Developed pre-bid schedule over 12-month period and multiple proposals through contract award. This project required extensive analysis including resource leveling through the use of resource histograms.

San Diego International Airport Expansion ($180 million)  -  Provided pre-bid scheduling using Primavera’s Finest Hour for infrastructure projects totaling $60 million in addition to responsibilities as Contract Administrator that included review and approval of contractor’s schedules. This project included for CIP bridge structures, utility relocations, demolition of existing bridge structure, grading and paving for detours and airport parking.

San Joaquin Hills Transportation Corridor ($800million)  -  Provided CPM scheduling using Primavera’s Finest Hour on the Molton section of the San Joaquin Hills Transportation Corridor in Irvine, California. This was a Kiewit-led Joint Venture Project. This project had over 100 new CIP bridge structures, miles of driven piles, retaining walls, and storm drain, in addition to over 1 million CY of cut/fill earthwork. The Molton Section was the largest of four sections and was valued at approximately $300 million. The Molton Section “Working Schedule” included 1,544 activities.

San Marcos Town Center ($13 million)  -  Provided CPM scheduling using Primavera’s Project Planner on the San Marcos Town Center in San Diego, California as Project Engineer. This project included 2700 LF of box culvert, a CIP bridge structure, grading, paving, traffic control, and the relocation of utilities including fiber optics. The contractor also relocated railroad tracks with ballast to accommodate construction of the new San Marcos Town Center.

   

PROFESSIONAL EXPERIENCE

Long International, Inc.
Littleton, Colorado (October 2007 to Present)

As an Executive Consultant with Long International, Mr. Wheeler provides claims analysis services on projects for both owners and contractors. Specific responsibilities include job cost analysis, schedule analysis, project documentation review analysis, and arbitration/litigation support. He provides clients with CPM schedule delay and acceleration analysis, job cost variance modeling, change order impact analysis, issue identification, correlation of impacts to schedule activities, claims preparation and negotiations, and damages quantification.

 

Catalyst, Inc.
Indianapolis, Indiana (August 2004 to August 2007)

As a Senior Scheduling Consultant with Catalyst, Mr. Wheeler provided leadership and experience to the project control team on the $800 million Olmsted Dam Project in Olmsted, Illinois. His responsibilities included the management, integration, coordination, and review of the work of the project control team. He also provided program management and coordination between the client (USACE), the contractor, and the design team while providing monthly progress reports regarding cost and schedule (SPI) using Primavera 5.0/6.0 for Engineering & Construction. His monthly review and evaluation of the contractor’s performance with the client was instrumental to the USACE. This was a Cost Reimbursable Project and the CPM schedule was cost loaded at the Expense Item Level to be used for Cash Flow Forecasting and EVMS purposes.

 

CPM Scheduling Services
Crossville, Tennessee (June 2003 to April 2005)

As an independent consultant, Mr. Wheeler provided project control support to Slattery Skanska, Inc. (Skanska USA Civil) on the $230 million Brooklyn-Queens Expressway (BQE) project. Upon departure as the Corporate Scheduler for Slattery Skanska, Inc., he continued his work as the lead scheduler on the BQE project until its completion in April 2005.

 

Skanska USA Civil
Whitestone, New York (March 2000 to April 2003)

As the Senior Scheduler/Corporate Scheduler for Slattery Skanska, Inc. (Skanska USA Civil), Mr. Wheeler was responsible for all CPM scheduling operations within the company including its subsidiaries. He was responsible for providing schedule support, review, and direction to Slattery Skanska projects using Primavera Project Planner (P3) for Windows. He also provided training at the Slattery Institute of Learning on the subjects of construction claims, CPM schedule analysis, and project management.

 

CPM Scheduling Services
Flagstaff, Arizona (November 1996 to June 2000)

As an independent consultant, Mr. Wheeler provided consulting services to the construction industry (owners and contractors) that included CPM scheduling, training seminars, partnering facilitation, and claims evaluation and resolution services. His client list included some of the largest Heavy Civil contractors in the industry.

 

B&G Program and Construction Management
San Diego, California (August 1995 to October 1996)

As a Contract Administrator for Bilbro and Giffin (B&G), Mr. Wheeler was responsible for the administration of all Civil Works contracts for a program that included $180 million worth of San Diego International Airport Expansion projects. Specific responsibilities included Contract Administration, Design Review, CPM Scheduling (P3), Project Coordination, Evaluation of Project Budgets, and the supervision of three San Diego Unified Port District inspectors.

 

Granite Construction Company
Watsonville, California (June 1985 to August 1995)

Mr. Wheeler started his career with one of the largest and most respected Heavy Civil contractors in the United States in Granite Construction Company. After a few years of working in the field as a member of the Operating Engineers, he graduated with honors from the Construction Management Program at Chico State University. Upon graduation he began working for Granite as a Project Engineer/Project Manager on small projects in San Diego, California. After achieving some success within Granite’s Branch Division, Mr. Wheeler soon transferred to Granite’s Heavy Division, where he worked as a Project Scheduler on the $800 million San Joaquin Hills Transportation Corridor in Irvine, California.

 

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Revised: December 12, 2007