1. Gustavo Brandt – Project Management Profile
1 | P a g e
The table below provides a summary of Gustavo Brandt’s Project Management career while working at Honeywell Process Solutions (1996 – 2004) and Suncor Energy Inc. (2004 – 2016).
Role Projects
Projects
Involvement
Initiating
Planning
Executing
Monitoring & Controlling Closing
Senior
Automation
Engineer
(2015 – 2016)
 Opex Projects (system
enhancements/upgrades/replacem
ent) ‐ management
 Contracts and Business Cases
Development/Review
100% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)
Lead Process
Control Engineer
(2010 – 2015)
 Alarm Management System
 Failure Analysis Reduction
100% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)
E,I&C Reliability
Engineer Lead
(2010)
 Opex Projects (system
enhancements/upgrades/replacem
ent) ‐ management
 Capex Projects (Tailings Recovery
Operations) – management &
execution
 Contracts and Business Cases
Development/Review
50% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)
I&C Reliability
Engineer
(2009)
 Opex Projects (system
enhancements/upgrades/replacem
ent)
50% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,

2. Gustavo Brandt – Project Management Profile
2 | P a g e
 Contracts and Business Cases
Development/Review
resources. Development of project
charter and stakeholder register.
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
management of change
completion, lessons learned
advisor)
Staff Engineer
(2007 – 2008)
 Opex Projects (system
enhancements/upgrades/replacem
ent)
 Contracts and Business Cases
Development/Review
50% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)
Senior Control
Systems Specialist
(2004 – 2007)
 Opex Projects (system
enhancements/upgrades/replacem
ent)
 Contracts and Business Cases
Development/Review
25% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Participated in processes to
stablish the total scope, defined
and refined the objectives,
provided input for the course of
action required to attain the
project objectives. Supported the
development project management
plan and the project documents
used for the project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)
Jr Lead Project
Engineer
(2004)
 Termozulia 100% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Performed processes to stablish
the total scope, defined and
refined the objectives, developed
the course of action required to
attain the project objectives.
Supported the development of the
project management plan and the
project documents used for the
project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor)

3. Gustavo Brandt – Project Management Profile
3 | P a g e
Senior Engineer
(2000 – 2004)
 Corocoro
 Petrozuata
 PDAY/PTAY‐1/PTAY‐2
 Solids Handling Expansion
 PPGPL
 Ameriven Downstream
 System Upgrade of TDC‐3000 at
Palito Refinery
100% Performed processes to define a
new project or a new phase by the
authorization to start it. Defined
the initial scope and initial
resources. Development of project
charter and stakeholder register.
Performed processes to stablish
the total scope, defined and
refined the objectives, developed
the course of action required to
attain the project objectives.
Supported the development of the
project management plan and the
project documents used for the
project.
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications.
Coordinating people and
resources, managing stakeholder
expectations, integrating and
performing activities of the project
as per the project management
plan. Planning updates and
rebaselining associated to activity
durations, changes in resources
productivity and availability, and
risks.
Involved in tracking, reviewing,
and coordinating the progress and
performance of the project(s).
Identified areas where changes to
the plan were required, initiating
the corresponding changes
(internal and external
requirements).
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor).
Junior Engineer
(1996 – 1999)
 Bold 3
 Y2K
 AMAY
 TAEJ
 Effluentes
 Limoncocha
 COPLA
 Fertilizantes
 Guaicaipuro
 GLP
 Bajo Grande
100%
Performed processes to complete
the work defined in the project
management plan to satisfy the
project specifications. Involved in
discussions for planning updates
and rebaselining. Involved in
discussions toward changes of
expected activity durations and
productivity.
Performed processes to conclude
all activities to formally complete
the project (final documentation,
as‐built documentation,
management of change
completion, lessons learned
advisor).
In addition to the table above, the following major documentation was created, reviewed, commented, and/or approved while the Project Management task:
1. Project Charters
2. Project Management Plans
a. Work Breakdown Structure (WBS)
b. Schedule (Microsoft Project / Oracle Primavera)
c. Budget
3. Risk Register
4. Change Log
Gustavo Brandt – PMP, PEng, MSc
https://ca.linkedin.com/in/gusbrandt