Sam Ghosh is a senior project manager with over 25 years of experience in project management, project controls, engineering, and mining. He holds an MBA and engineering degrees and professional designations. Currently he is the Manager of Project Controls at Matrix Service Canada, where he leads a project controls team and ensures procedures are consistently applied across projects. Previously he held manager or senior roles overseeing project controls for large energy and mining projects.

1. SAM GHOSH
1119 116 St NW
Edmonton, Alberta T6J6X5
Cell: 780-742-9246 E-mail: shyamghosh@yahoo.com
OBJECTIVE
Senior Management position – P.Eng, PMP, CCE and MBA with solid hands on experience in project
control management from FEED to commissioning in oil & gas, mining, and construction industry
HIGHLIGHTS
 General management, project management, project control and engineering experience from
conception to closeout for more than twenty five years.
 In addition to technical expertise, strong leadership and interpersonal skills, strategic business focus,
decision making, team building and talent development capabilities, excellent communication (verbal &
written) and cross-functional coordination skills and interacting with community stakeholders, partners
and customers with integrity at all times.
 Participated actively in contract negotiation and coordinated contracting strategy with the project
managers and procurement manager
 Experience in team and group leadership and an understanding of staff dynamics
 Actively managed construction activities in projects including managing labor, equipment, material
procurement, subcontractor issues, etc.
 Coordinated with various engineering disciplines to complete the projects on time and within budget
 Managed projects effectively and efficiently with excellent relationship with clients and EPC contractor -
responsible for the smooth functioning of day to day operations to ensure that the projects meet or
exceed identified standards and objectives
 Set the goal collaboratively at the beginning, established open daily communication with the managers,
supported them with the necessary resources and resolved the issues at the earliest
 Prepared project close-out reports, summarized project performance and analyzed performance
 Conducted analysis on S-curve of the projects based on work performed to date and work remaining by
using SPI, CPI, CSI, CV, SV, etc
 Analyzed project cost & schedule with the variance and the reason – took corrective action along with
the team to get the projects back on schedule and within budget
 Scrutinized estimate, P6 schedule, capital cost, operating cost, cash flow analysis, development
schedules of projects and also reconciled contractor cost timely – resulted in better ROI and very less
dispute in contractor billing
 Continuously strive to improve overall business effectiveness and providing suggestions on such as
forming value engineering group and quality circle group, improving productivity factor, encouraging
office ergonomics, etc.
 Guided and mentored Lead / Senior / Intermediate / Junior Cost Engineers and Planners / Schedulers
 Excellent analytical, organizational, problem-solving, decision-making and time management skills
 Used extensively Oracle Financial, Primavera (P6), MS Word, Excel, Powerpoint, SAP, Surpac
 P.Eng. from Ontario and Alberta
 MBA – majored in finance
 PMP (PMI) & CCE (AACEI)
EXPERIENCE
Matrix Service Canada 2014 to Present
Manager – Project Control
 Lead project controls team in ensuring that all procedures of project controls are consistently applied
over project silos (cost and schedule) using project management best practices
 Ensure that all schedules are fully integrated at all levels
 Attest the master schedule for CPM methodology and fragments
 Develop a full reporting processes with cost, schedule, progress, changes, etc, that are fully integrated
 Validate the trend logs in terms of both schedule and cost and provide recommendations to the
Management for approval, rejection or recycle of trends and change orders
 Ensure and oversee that Earned Value Analysis is being completed appropriately and proper
consolidated progress reporting is being followed

2. Sam Ghosh 2
 Develop the contingency drawdown methodology to be used on the project and ensure that it is
implemented and adhered to
 Develop the Event Driven Risk Management Program including probability analysis and updated
methodology for both cost and schedule
 Review Procurement Expediting reports and ensure the consistency with site RAS dates in overall and
master schedules
 Oversee and ensure that any events or updates which impact the critical path of any of the areas are
supported by detailed Trends, approved by management personnel, all milestone schedules updated
accordingly
 Oversee Commodity curve production and forecasting
 Oversee the consolidation of overall monthly reports that include costs, commodity tracking, manpower,
and trends
 Assist in conducting project audits and physical quantity and progress audits
 Oversee people management issues within the project controls group including recruiting, hiring,
performance management and compensation administration
Agrium Inc. 2009 to 2014
Manager – Project Control
Programme Value – $2.3 billion – VAULT Programme
 Provided leadership to ensure the EPC contractor is adhering to the Agrium Project Controls and
Financial Control Procedures for the project and provided input into areas of opportunity for cost
reduction and schedule acceleration
 Ensured that processes are put in place with the EPC contractor and other site contractors to ensure
that all schedules are fully integrated
 Worked with the EPC contractor to generate and attest project cash flows
 Attested EPC contractor schedules for CPM methodology and fragments
 Ensured that trend logs are up to date and used in forecasting
 Ensured that owner team and Agrium self performed scope of service costs and schedule information
are properly passed on to the EPC contractor and incorporated appropriately into the overall schedules
and costs
 Ensured that Earned Value Analysis completed correctly
 Worked with the EPC contractor project control manager in the development of a contingency
drawdown methodology to be used on the project and ensure that it is implemented and adhered to
 Developed the Event Driven Risk Management Program including @RISK probability analysis,
drawdown methodology, and updated methodology for both cost and schedule
 Worked with the EPC contractor jointly develop the overall Project VAULT Risk Management Program
 Worked with the EPC contractor jointly develop commodity forecasting and budgeting procedures,
reporting formats and curves
 Produced Commodity curve with plan, actual and forecast
 Managed the consolidation of overall monthly reports by the EPC which include: costs, commodity
tracking, manpower, and trends integrating owner self performed and contractor project scope to meet
deadlines while maintaining attention to detail and data accuracy
 Developed and prepared estimates and backup materials for use in presentations and project
evaluation requests
 Worked with site Operations, Vault Management Divisions, and the Commissioning Manager, develop
the overall commissioning schedule and detailed system commissioning schedules for the overall
project
 Actively engaged in recruiting, hiring and performance management
Enbridge Pipelines Inc., Edmonton 2008 to 2009
Manager – Planning & Control
Petro Canada – Fort Hills Pipeline Project
Project value $ 4.7 Billion

3. Sam Ghosh 3
Managed a mega project like this in project management, detailed capital cost estimate (DCCE),
schedule management, risk management, contract administration, change management, budgeting, cost
control, forecast, cash flow, variance analysis, contract administration, etc.
 Led the group right from conceptual phase and understood the staff dynamics
 Liaised with the client on a continuous basis and maintained the rapport
 Developed and maintained the Project Procedure Instructions standards and provided input into the
Project Execution Plan for the project.
 Ensured that projects are setup and managed in accordance with the company policies and procedures
 Developed detailed capital cost estimate and formed the basis of the budget
 Set up resource breakdown structure and responsibility matrix
 Analyzed schedule, cost, progress and forecast report and the variances in detail, investigated and
reported on unfavorable variances
 Hiring of new personnel according to staffing plan
 Reviewing individual performance
 Mentored and trained team members in Project Controls department
 Networked with other offices to obtain maximum synergy
 Analyzed the critical path, earned value from time to time, plan value, actual cost, SPI, CPI, SV, CV,
CSI, ETC, EAC, etc.
 Reviewed the Class III estimate, P6 schedule, forecast and ensure the accuracy
 Developed and reviewed detailed and summary level cash flows
 Guided and mentored Senior / Intermediate / Junior Cost Engineers, schedulers and Planners
Jacobs Industrial Services Ltd., Fort McMurray 2006 to 2008
Project Control Manager
CNRL - Naphtha Hydro treating Unit.
Project value $ 170M.
Applied the principles of Cost Engineering in schedule management, budgeting, cost control, change
management, variance analysis, etc. and also communicated well with the client, management and the
subordinates.
 Reviewed Contract documents and recommended changes when applicable
 Created the work breakdown structure
 Developed detailed estimate breakout based on the original budget tagging with Jacobs Work Master
and client codes for the population of cost control systems
 Developed schedule in detail and manpower histogram with resource leveling – Analyzed the critical
path, earned value from time to time, plan value, actual cost, SPI, CPI, SV, CV, CSI, ETC, EAC, etc.
Communicated with the construction people about the progress and how to get the project on track,
improvement in productivity, waste reduction, etc.
 Ensured control budgets and current budgets are structured and monitored in accordance with project
requirements and corporate management needs
 Together with the Trend Coordinator, undertook the implementations, process and tracking of trends
 Analyzed cost report and cost variance in detail, investigated and reported on unfavorable variances
 Developed and reviewed detailed and summary level cash flows
 Performed other related functions as may be required from time to time as to additional scope analysis,
rework impacts and claims
Flint Energy, Fort McMurray 2005 to 2006
Senior Cost Engineer
Technical Support Group - Flint Energy in Suncor site, world’s largest man-made tailings pond.
Project value $30M.
 Planned and coordinated project activities to provide engineering and construction cost control
 Initiated change management process in case of scope changes in terms of timely raising trend,
change order request, etc.

4. Sam Ghosh 4
 Reviewed project estimates, schedules and risk analysis
 Calculated Earned Value, Planned Value, Schedule Performance Index, Cost Performance Index,
Schedule variance, Cost variance, Progress percentage, Commodity curves, Productivity factor, etc.
Analyzed whether the project is going ahead of schedule or behind schedule, over budget or under
budget, analysis of critical path, how to get the project back on schedule, etc.
 Identified cost and schedule trends that may affect the overall project objective
 Prepared and analyzed financial performance review of the project to ensure successful completion of
the project itself.
 Served as a technical resource to other departments regarding cost evaluations, plan development, and
/or early warning information of problems.
Suncor Energy Inc, Fort Mc Murray 2003 to 2005
Cost Control Specialist
Annual budget in mining business unit was around $ 500 million and workforce was around 450.
Extensive mining operation with oil sands and overburden handled per day was close to one million ton
and crude oil production is 225,000 barrels per day
 Tracked and analyzed project costing with the help of oracle project costing (OPC) and spreadsheet;
provided suggestions to management
 Prepared annual budget, LRP and forecasts along with the bridging within budget, LRP and forecast,
identified variances and provided suggestions to management
 Prepared weekly/monthly progress and project reports
 Prepared and analyzed operating cost and capital expenditure statement, analyzed variance and
workforce report and submitted progress report to management
 Interfaced effectively with project staff and management
 Interfaced with the contracts group to cost code change orders against project budget.
 In mining business unit, short supply of tire affected tar sand and overburden handling by 15% in
volume. Suggested to take two loaders on lease for cleaning the spillage on road so as to increase the
tire life, resulted in a clear improving trend in material handling volume by 10%
SRG Services & Consultancy Ltd., Calcutta, India 1999 to 2002
Senior Project Manager
SRG Services & Consultancy provides services to mining companies to make feasibility studies, project
execution, project estimates, project plan, mining plan, environment management plan, etc.
 Estimated project cost with work breakdown structure (WBS), tracked it and provided comments to
management along with variance analysis
 Executed construction phase of the project by providing leadership, motivation and effective guidance
 Conducted Earned Value Analysis, schedule variance and cost variance
 Calculated capital cost, operating cost, cash flow analysis of projects and prepared development
schedules.
 Conducted mining project feasibility studies for Lafarge International limestone project (Greenfield),
Ispat Alloys chromite project (Greenfield), Tata Steel manganese mine expansion project, etc.
 Coordinated closely with the clients
 Prepared plan in detail for mineral processing, material handling, maintenance and other infrastructure
facilities required for the mines
 Completed the study for Lafarge in 4 months, 2 months ahead of schedule and 10% savings in
projected capital cost. Lafarge awarded the next phase of work without submitting a proposal
Tata Iron and Steel Company Ltd. (TISCO), Calcutta, India 1983 to 1998
TISCO is the fifth largest steel producer in the world. They own iron ore mines, dolomite mine, limestone
mine, manganese mines for supply to its own plant and sell the extra produce to the market.

5. Sam Ghosh 5
Annual budget for the unit was around $200 million and workforce was around 450. Actively participated
in mining production, mine planning, mining project feasibility studies, project management, etc
Senior Project Manager
1990 to 1998
 Provided project management leadership that encompasses the entire project lifecycle including safety,
cost efficiency, and compliance
 Organized, led, managed, trained & coached team members toward timely execution of the projects
 Managed the services of external engineering contractors and interfaced with multiple stakeholders to
deliver a high quality project
 Ensured that subcontracts and vendor agreements are developed and performed safely, on time, within
budget and meeting all quality requirements
 Conducted Earned Value analysis for the projects by SPI, CPI and CSI
 Prepared project close-out reports summarized project performance and analysis of performance
Senior Mining Engineer
1983 to 1989
 Involved in project management with various engineering groups to complete the projects, e.g. crushing
& screening plant, workshop expansion, etc.
 Conducted mining project feasibility studies for lumpy ore mine expansion
 Prepared stewardship report for management along with variance analysis, trend analysis and
sensitivity analysis
 Developed business in mineral ore, expanded client base and increased business volume by 20%
consecutively for two years
 Supervised in the preparation of mining plan, environment management plan etc using the best
engineering principle and technology with the application of Surpac software
 Undertook value engineering projects and saved can $ 30,000 p.a.
EDUCATION & PROFESSIONAL DEVELOPMENT
 MBA (majored in finance and marketing), Indian Institute of Management (IIM), Calcutta, 1998
 B.Sc.(Engineering) in Mining, Indian Institute of Technology(IIT), Kharagpur, India 1983
 First Class Mine Manager’s Certificate, Ministry of Labor, Government of India 1988
 Completed one Financial Accounting non credit course from Athabasca University in June, 2005
 P.Eng - Ontario & Alberta
 PMP – PMI
 CCE - AACEI
PROFESSIONAL MEMBERSHIP
Member of PEO and APEGGA
Member of PMI
Member of AACEI
Member of CIM
REFERENCES
Available upon request