Essam Harby has over 26 years of experience in program planning and project controls management across various sectors such as residential, hospitality, commercial, education, and infrastructure. He has worked on large projects in Saudi Arabia and Egypt with budgets totaling billions. His responsibilities have included developing baseline schedules and budgets, analyzing impacts of changes, and reviewing progress reports. He is proficient in Primavera P6 and MS Project and has managed complex program and project controls systems.

1. 1
Essam Harby
Program Planning &Projects Controls
Manager
Key Experience
26 Years of international experience having worked within consultancies, clients’ and contracting
organisations across various sectors, such as residential, hospitality, commercial, Education,
infrastructure. My career began from a Site Engineer to Projects Controls System Manager. Some of
the key skills and attributes are but not limited to the following:-
• Development of Projects Baseline Schedules, Analyze Resources Loading, Cash Flow, Project Budget,
Critical Milestone, Managing Budget Changes & Delay Analysis.
• Working Professionally on Primavera /P6 Version 16.2 - Cost Controls /TILOS for High Rise
& Infrastructure Projects - MS Project
• Project Management Support for Contracts Review, Cost Control, Change Management, Conduct
Extension of Time (E.O.T) Claims and Related Prolongation Costs Analysis Using the leading standards
(SCL Protocol - AACE 29R-03 Forensic Schedule Analysis)
• Complex Analysis of Impacts of Proposed Changes (V.O., Extension of Time, Etc.) on the Scope, Project
Schedules & Budgets.
• Review monthly progress Reports Including: Resources Productivity (Labour & Equipment), Schedule
Performance Index –SPI-, Cash Flow Analysis, and Cost Performance – CPI - and Earned Value Reports
• Comparing Progress VS Planning Identify Bottlenecks & Delays as Well as Potential Time Saving.
• Risk Evaluation (Qualitative Risk Analysis & Quantitative Risk Analysis).
• Liaising with the Internal & External Stakeholders to Address and Resolve the Potential Issues.
• Follow Contracts issues, Material Status, Shop Drawing Logs & Monitor H.S.E Statistical Data.
Profession
Planning &Projects Controls
Position
Program Planning &Projects Controls Manager
Nationality
Egyptian
Date of Birth
 20/10/1967
QUALIFICATIONS
 Civil Engineering Degree (Ain Shams University 1990).
 Advanced Primavera P6 - Promastar at K.S.A - MS Project Professional.
 Oracle Primavera Contract Manager (PCM)
 MC Prime Consulting -Delay Analysis
 Construction Claims - LEGAL Edition
 FIDIC Contract Administration
 Time-Location planning and Linear Scheduling (TILOS) for High Rise & Infra Structure.

2. 2
 RIB (Cost Control) & JD EEnterprise 9.1.
Memberships
 PMI Membership 4355471
Areas of Expertise
 Program Management
 Primavera -P6 release 16.2
 Cost Control
 Extension of Time (E.O.T) Claims and Related Costs Analysis
Sector Experience
Hospitality
 Doho Heritage Quarter Renewal Projects (Heritage hotels)
o Overall project value SAR 440m
o Duration on Project – July 2012 – April 2014
 Marriott Diplomat Makarem Hotel
o Overall project value - SAR 220m
o Duration on Project – July 2007 – May2010
 Aida Beach Hotel (Northern Coast - Egypt)
o Overall project value L.E. 350m
o Duration on Project – Dec. 1990 – April 1993
Residential
 Doho Heritage Quarter Renewal Projects (multiple residential buildings)
o Overall project value SAR 440m
o Duration on Project – July 2012 – April 2014
 Al Qasr Palace Project
o Overall project value SAR 840m
o Duration on Project – July 2007 – April 2011
 Abha Airport Residential Accommodation (KSA)
o Overall project value SAR 1.8B
o Duration on Project – Dec 2014 – Present
 Aida Tourist / Residential Village (Northern Coast - Egypt)
o Overall project value L.E. 155m
o Duration on Project – May 1993 - Jan1996
Retail
 Al Qasr Palace Project
o Overall project value SAR 840m
o Duration on Project – July 2008 – April 2011
 Akaria Plaza (Retail& Residential).
o Duration on Project – July 2007 – April 2010
o Overall project value SAR 520 Million.
Infrastructure
 Abha Airport Project (KSA)
o Overall project value SAR 1.8B
o Duration on Project – Dec 2014 – Present
 Al Ehsaa Infrastructure Project

3. 3
o Overall project value - Confidential
o Duration on Project – May 2014 - Present
Healthcare
 Shemessy Hospital Complex (Riyadh)
o Overall project value SAR 580m
o Duration on Project – July 2007 – Sep. 2010
 King Faisal University Hospital - Almubarak Consultant)(Dammam)
o Overall project value SAR 650m
o Duration on Project – Jan 2005 – June 2007
Professional History
Year Position Company Country
May 2014 – up to now Planning & Projects
Controls Manager
Al Jaber Transport & General
Contracting Co. KSA
Jul 2007 - Apr 2014 Planning Manager Saudi Lebanese Modern Cons.
Co.
KSA
Jan. 2005 - Jun 2007 Senior Planning
Engineer
King Faisal University
(Almubarak Consultant)
KSA
May 1998 - Apr 2014 Planning Engineer Civil Aviation Authority Egypt
Feb 1996 - Apr1998 Planning Engineer ElJaber Consultant Egypt
May 1993 - Jan1996 Site Engineer Golden Eagle Co. Egypt
Dec 1990 - Apr1993 Site Engineer ElJezera Investment Company Egypt
Project summary
May 2014 up to date Al Jabber Transport & General Contracting Co., Planning & Projects
Controls Manager, KSA
Projects: Abha Airport Development Project : PTB Steel Structure of total
Area 86,000 Square meter ,11 Ancillary Concrete Buildings for Family
Accommodation, Bachelor Accommodation, Stores , Maintenance Buildings ,
Administration Building , 2 Parking Areas ,Taxiway , electrical Transformer
Stations , A.C. Chillers Building ,Infrastructure (Cost S.R. 1.8 Billion).
Key Responsibilities:
 Controlling & Development The Projects in Coordination With the Stakeholders
& Reporting Data Of The Program Controls : -
 Ensure The Availability Of Necessary Project Control System Resources
(Personnel, Procedures and Software Tools Specially Contract Manager (PCM)

4. 4
& Primavera Systems (P6) to Plan and Execute Work.
 Review Financial and Cost Reporting Forms, Development and Specific
Formats For Design and Construction Monitoring Purposes.
 Impacts of Project Schedules and Budgets, Including Financial and Cash Flow
Analysis.
 Development Of The Master and Baseline Schedule, Project Budget in
Coordination With Assigned Project Manager and in Particular The
Development Of Critical Milestone.
 Review Global Planning Drafts For Projects.
 Review Progress Reports Of Each Project Submitted By The Site Planners.
 Provide Support in Reconciliation Of Impacts Of Proposed Changes Of Scope,
Schedule and Cost.
 Provide Project Management Recommendation On Factors Affecting The Timely
Completion Of Projects.
 Review Special Analysis for Resource Loading and Performance Progress.
Jul 2007 – Apr 2014 Saudi Lebanese Modern Construction Co. (SALMOC), Planning &
Projects Control Manager
Projects:
 Al Qasr Palace Project - Consists of Commercial Mall (Retail) & Residential
Buildings Packages, (Project Cost S.R. 840 Million) .
 Doho Heritage Quarter Renewal Projects (Residential, hospitality, retail &
leisure) Stage 01, Stage 02. ((Project Cost S.R. 440 Million))
 Shemessy Hospital Complex, Riyadh, - (Project Cost S.R. 580 Million).
 Marriot Hotel Redevelopment (Riyadh) - Overall project value - SAR 220m
 Criminal Court project (Project cost S.R. 420 Million) Consists of Main
Building For Courts, Underground Car Park , Mixed Use Building ,External
Work and North Plaza.
 National Guard Project (Project Cost S.R. 480 Million) Consists of 310
Concrete & Steel Buildings.
Key Responsibilities:
Controlling & Developing the Project Sites in Coordination with Assigned
Project Managers & reporting Data of the Project Control System (PCS).
1- Establishing PCS:
 Ensure The Availability Of Necessary Project Control System Resources
(Personnel, Procedures and Software Tools Specially Contract Manager
(Primavera Expedition) & Primavera Enterprise (P6).
 Development, Review, Upgrade and Implementation of the Projects Control
System (PCS), Integration With The Administrative & Operational Procedures.
 Discuss Suggestions, Improve Existing Methods, Systems and Procedures.
 Review The Development, Upgrade Of Projects Information and The
Graphical Presentation Materials.
2- Managing PCS :
 Development Of The Master and Baseline Schedule, Cash Flow Schedules
and Project Budget in Coordination With Assigned Project Manager and in
Particular The Development Of Critical Milestone.
 Review Global Planning Drafts For Projects and Analyze Logical Breakdown.
 Review Financial and Cost Reporting Data ,Forms, Development and Specific
Formats For Design and Construction Monitoring Purposes Including Planned
Versus Actual Projections and Indicated Outcome Reports
 Review The Monthly Narrative, Cost, Schedule and Financial Reports,
Submitted By The Site Planners.
 Manage Document control department using PMCS software &Review
Regular Progress Reports of each Project Submitted by the Site Planners.

5. 5
Project summary (Continued)
Continuation: Saudi Lebanese Modern Construction Co. (SALMOC),
Planning & Projects Control Manager
Projects:
 Complex Analysis to Monitor The Impacts On The Project Schedules and
Budgets, Including Financial and Cash Flow Analysis.
 Provide Support in Reconciliation Of Impacts Of Proposed Changes Of
Scope, Schedule and Cost.
 Comparing Progress Data Done By Site Planners Against Planning, Identify
Planning Bottlenecks and Delays as Well as Potential Time-Saving
Measures.
 Monitor Detailed Schedules, Analyze Man Power and Advice On Timing Of
Requisitions, Ensure Interfaces With Internal and External Parties to
Address and Resolve Potential Issues.
Review Special Analysis For Resource Loading and Performance Progress.
 Develops and Maintains Status Reports Including: Labor Productivity,
Schedule Status, Financial Analysis, Cost Performance Reports and Earned
Value Curves Reports.
 Provide Management Recommendation on Factors Affecting The Timely
Completion of Projects.
 Liaising With Client and Projects Managers.
Jan 2005 – Jun 2007
King Faisal University (Almubarak Consultant), Senior
Planning/Project Controls Engineer, KSA
Projects:
KFU Complex Project of Overall Value SAR 650m Including :
 KFU Teaching Hospital Project (Project cost S.R.304 Million).
 Medicine College (Project cost S.R.35 Million).
 Dentistry College (Project cost S.R. 30 Million).
 Administration Building & Mosque (Project cost S.R.70 Million).
 Construction Of Infrastructures For The University ( Roads, Curbstone,
Pipe Lines & Construction Of Utility Building (Hinged Frame With 25 M
Span, Mechanical Rooms, Control Rooms, R.O. Plant Underground
Tanks.
May 1998 – Nov 2004 Civil Aviation Authority, Planning Engineer, Egypt
Projects:
 Holding Aviation Company Complex including the Administrative
Buildings (Project Cost L.E.650 Million).
 Infrastructure For all Airports all Over Egypt.
 Development of Roads, Bridges & Runways For all Airports all Over
Egypt.
Feb 1996 – Apr 1998 Eljaber Consultant Co., Planning Engineer, Egypt
Projects:
 Monitor Detailed Time Schedule for Cairo Rail Project.
 Computer College (Project Cost L.E.150 Million).
 Three Residential Housing (Project Cost L.E.120 Million).

6. 6
May 1993 – Jan 1996 Golden Eagle Co., Site Engineer, Egypt
Projects:
 Egyptian Gulf Bank (Project Cost L.E. 125 Million).
 Touristic Resort @ Hurghada (Cost L.E. 110 Million).
Project summary (Continued)
Dec 1990 – Apr 1993 El Jezera Investment Co., Site Engineer, Egypt
Projects:
 Aida Hotel in Northern Coast ( Cost L.E. 350 Million)
 25 Residential Housing (Project Cost L.E. 155 million)
 Ware Houses in Cairo Airport (Cost L.E. 40 Million)