William Anthony Golding has over 30 years of experience in construction supervision and coordination. He currently works as a Construction Supervisor and Coordinator for ConocoPhillips, where he is responsible for safety meetings and walkdowns, overseeing contractor resources, and ensuring projects are completed safely, on time, and within budget. Previously, he held roles such as Process Optimization Advisor, Major Projects Foreman, and Foreman/Superintendent for companies such as AES Kuparuk Alaska and Beers Construction. He is skilled in pipefitting, has a NCCER Pipefitter certification, and has helped complete numerous projects in industries such as oil/gas, power, and pulp/paper.
This is a paper presentation on construction supervision delivered to a body of professionals in the construction industry at a seminar in Lagos state, Nigeria in May, 2015.
EPC Contracts – Negotiation, Administration and Risk Managementrockporshe
EPC Contracts: Design, Procurement and Construction Risk Management is a two-day practical course that introduces participants to EPC Contracts, explains how they can be effectively negotiated, and how risks associated with them can be managed. Effective EPC
contract negotiation, risk management and administration can ensure project success, speed of performance, and reduce risks and costs throughout the project’s life cycle.
This course explores vital issues on EPC contracts from the perspective of both the project owner and the contractor.
This is a paper presentation on construction supervision delivered to a body of professionals in the construction industry at a seminar in Lagos state, Nigeria in May, 2015.
EPC Contracts – Negotiation, Administration and Risk Managementrockporshe
EPC Contracts: Design, Procurement and Construction Risk Management is a two-day practical course that introduces participants to EPC Contracts, explains how they can be effectively negotiated, and how risks associated with them can be managed. Effective EPC
contract negotiation, risk management and administration can ensure project success, speed of performance, and reduce risks and costs throughout the project’s life cycle.
This course explores vital issues on EPC contracts from the perspective of both the project owner and the contractor.
AM Technical Solutions is a construction management, project management, and facility solutions firm for the high tech markets. Our market focus is targeted in semiconductor, life sciences, pharmaceutical, data centers, solar, aerospace, research, university, and other high technology facilities. We have successfully managed over $16 billion of global capital projects , cleanroom construction builds and facility expansions for over 50 different customers in 15 different countries.
Founded in 1994, we have over a 20 year track record of delivering high complexity construction projects for many of the leading technology companies with proven success with a high level of repeat business and long term relationships. We have years of building industry relationships that can pull together global integrated teams that deliver a successful project.
We have significant experience working with owners to establish objectives and deliverables for the project in order to provide the solution that fits their needs. We deploy IPD and Lean approaches to the project to ensure a collaborative team environment that delivers a successful project.
Additionally, we have two specialty service oriented divisions that focus on specific scopes within a project, AM Cleanroom Build and Performance and AM Quality Services.
Construction Management, Project Management, Facility Solutions Project Expertise
AM Technical Solutions is a construction management, project management, and facility solutions firm for the high tech markets. Our market focus is targeted in semiconductor, life sciences, pharmaceutical, data centers, solar, aerospace, research, university, and other high technology facilities. We have successfully managed over $16 billion of global capital projects , cleanroom construction builds and facility expansions for over 50 different customers in 15 different countries.
Construction quality management_Construction Management (2180611) (Semester-8...A Makwana
Quality –
Is it strength of concrete cubes or column or brick wall or expensive granite platform fixed in the kitchen, or the aesthetics of the structure?
Quality is not represented by the test results of any one of the construction materials.
Good cement does not guarantee good concrete and good concrete alone does not guarantee quality in finished building.
It is the combined effect of all materials put together.
Construction Design And Management Regulations (Cdm2007) PresentationDavid Cant - CMIOSH
CDM2007 - The Construction Design and Manangement regulations here is a brief overview on this piece of legsilation for Clients having construction work done.
Risk Management In Construction Projects Of Developing CountriesIJERA Editor
Managing risks in construction projects has been perceived as a very important management process so as to
accomplish the undertaking goals as far as time, cost, quality, safety and environmental sustainability. Projects
have become shared effort of multiple parties and construction industry is a good example of an area, where the
project outcome is delivered in an extremely complex actor network. By adopting risk management, savings’
potentials can be realized in construction projects. For this reason, consideration of the risk management process
is worthwhile for project managers as well as real estate developers. The implementation of risk management
system in construction projects must be oriented towards the progress of the project and pervade all areas,
functions and processes of the project.
For analyzing the levels of various risk factors in construction industry, questionnaire surveys were used to
collect data. Based on a comprehensive assessment of the likelihood of occurrence of various risks and their
impacts on the project objectives, this paper identifies twenty major risk factors. This research found that these
risks are mainly related to (in ranking) contractors, clients and designers, with a few related to government
bodies, subcontractors/suppliers and external issues. Among them, “Financial Risk” is recognized to influence
all project destinations maximally, whereas working in hot areas, closure, defective design and delayed
payments on contract are also some important risk factors. This research also found that these risks spread
through the whole project life cycle and many risks occur in more than one phase, with the construction stage as
the most risky phase, followed by the feasibility stage. It is concluded that clients, designers and government
bodies must work cooperatively from the feasibility phase onwards to address potential risks in time. Also
contractors and subcontractors with robust construction and management knowledge should be employed early
to make sound preparation for carrying out safe, efficient and quality construction activities.
The aim of this research is to identify and evaluate current risks and uncertainties in the construction industry
through extensive literature survey. It also intends to make a basis for future studies for development of a risk
management structure to be adopted by prospective investors, developers and contractors in Developing
countries.
Peter and Graham explored the CDM regulations through the whole project life cycle.
Peter then covered the duties and responsibilities of the Client, Principal Designer & Designer – With Graham going on to cover the duties and responsibilities of the Principal Contractor, Contractor & Worker.
More importantly, Peter and Graham then went on to explore the interactions that are required across ALL duty holders to ensure full compliance of the CDM Regulations.
This talk will be of interest to local authorities, consultants, contractors and designers.
by Graham Smith, HEA & Peter Burbidge, Ringway Jacobs
AM Technical Solutions is a construction management, project management, and facility solutions firm for the high tech markets. Our market focus is targeted in semiconductor, life sciences, pharmaceutical, data centers, solar, aerospace, research, university, and other high technology facilities. We have successfully managed over $16 billion of global capital projects , cleanroom construction builds and facility expansions for over 50 different customers in 15 different countries.
Founded in 1994, we have over a 20 year track record of delivering high complexity construction projects for many of the leading technology companies with proven success with a high level of repeat business and long term relationships. We have years of building industry relationships that can pull together global integrated teams that deliver a successful project.
We have significant experience working with owners to establish objectives and deliverables for the project in order to provide the solution that fits their needs. We deploy IPD and Lean approaches to the project to ensure a collaborative team environment that delivers a successful project.
Additionally, we have two specialty service oriented divisions that focus on specific scopes within a project, AM Cleanroom Build and Performance and AM Quality Services.
Construction Management, Project Management, Facility Solutions Project Expertise
AM Technical Solutions is a construction management, project management, and facility solutions firm for the high tech markets. Our market focus is targeted in semiconductor, life sciences, pharmaceutical, data centers, solar, aerospace, research, university, and other high technology facilities. We have successfully managed over $16 billion of global capital projects , cleanroom construction builds and facility expansions for over 50 different customers in 15 different countries.
Construction quality management_Construction Management (2180611) (Semester-8...A Makwana
Quality –
Is it strength of concrete cubes or column or brick wall or expensive granite platform fixed in the kitchen, or the aesthetics of the structure?
Quality is not represented by the test results of any one of the construction materials.
Good cement does not guarantee good concrete and good concrete alone does not guarantee quality in finished building.
It is the combined effect of all materials put together.
Construction Design And Management Regulations (Cdm2007) PresentationDavid Cant - CMIOSH
CDM2007 - The Construction Design and Manangement regulations here is a brief overview on this piece of legsilation for Clients having construction work done.
Risk Management In Construction Projects Of Developing CountriesIJERA Editor
Managing risks in construction projects has been perceived as a very important management process so as to
accomplish the undertaking goals as far as time, cost, quality, safety and environmental sustainability. Projects
have become shared effort of multiple parties and construction industry is a good example of an area, where the
project outcome is delivered in an extremely complex actor network. By adopting risk management, savings’
potentials can be realized in construction projects. For this reason, consideration of the risk management process
is worthwhile for project managers as well as real estate developers. The implementation of risk management
system in construction projects must be oriented towards the progress of the project and pervade all areas,
functions and processes of the project.
For analyzing the levels of various risk factors in construction industry, questionnaire surveys were used to
collect data. Based on a comprehensive assessment of the likelihood of occurrence of various risks and their
impacts on the project objectives, this paper identifies twenty major risk factors. This research found that these
risks are mainly related to (in ranking) contractors, clients and designers, with a few related to government
bodies, subcontractors/suppliers and external issues. Among them, “Financial Risk” is recognized to influence
all project destinations maximally, whereas working in hot areas, closure, defective design and delayed
payments on contract are also some important risk factors. This research also found that these risks spread
through the whole project life cycle and many risks occur in more than one phase, with the construction stage as
the most risky phase, followed by the feasibility stage. It is concluded that clients, designers and government
bodies must work cooperatively from the feasibility phase onwards to address potential risks in time. Also
contractors and subcontractors with robust construction and management knowledge should be employed early
to make sound preparation for carrying out safe, efficient and quality construction activities.
The aim of this research is to identify and evaluate current risks and uncertainties in the construction industry
through extensive literature survey. It also intends to make a basis for future studies for development of a risk
management structure to be adopted by prospective investors, developers and contractors in Developing
countries.
Peter and Graham explored the CDM regulations through the whole project life cycle.
Peter then covered the duties and responsibilities of the Client, Principal Designer & Designer – With Graham going on to cover the duties and responsibilities of the Principal Contractor, Contractor & Worker.
More importantly, Peter and Graham then went on to explore the interactions that are required across ALL duty holders to ensure full compliance of the CDM Regulations.
This talk will be of interest to local authorities, consultants, contractors and designers.
by Graham Smith, HEA & Peter Burbidge, Ringway Jacobs
Telecommunication Analysis(3 use-cases) with IBM cognos insightsheetal sharma
The purpose of this study is, with the help of IBM Cognos Insight analyze why customers are not used the connection of Bits Telecom Company, which factors are influence the churn. Also see the cross selling and up-selling, also focus on profitability and investment and find out the way for better results.
This is a short paper presentation on project construction supervisor and supervision delivered to a body professionals in the construction industry in a seminar at Lagos state, Nigeria in May, 2015.
1. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
ACCOMPLISHMENTS
Neither I nor any member of a crew under my supervision has ever had a lost time accident. My responsibilities as a
Construction Supervisor and Coordinator have resulted in the work assigned to me being carried out on time and
within budget. The diversity in my employment has given me a broad based background from which to draw
solutions when faced with complex issues.
ACCREDITATION
NCCER PIPEFITTER
SUMMARY AND SKILLS
• Skilled in all phases of pipe and structural fabrication.
• Able to interpret isometric drawings, plan drawings, P&ID’s, line specifications, and welding procedures.
• Review constructability of upcoming projects during early stages to develop job execution plans.
• Develop and execute process safe-out plans.
• Communicate with supervisors to optimize equipment and manpower utilization.
• Plan and coordinate activities with associated disciplines as required to maintain job continuity.
• Develop and maintain project schedules.
• Maintain overall cost awareness of projects.
• Possess and apply basic knowledge of estimating and progressing.
• Monitor and ensure quality control compliance as dictated by code and procedure.
• Superior organizational and communication skills.
• Ability to create and maintain productive relationships with management, craftsmen and clients.
• Developing craft hands to reach their full potential while streamlining execution without sacrificing Safety
or Quality.
• Meticulous tracking of progress, material control and procurement.
• Adherence to Quality Control including workmanship, spec, code issues and general piping practices.
• Experienced in the operation of end prep tools I.D. and O.D.
• Adept in handling RFI’s as well as tracking budget and payroll.
• Sensitive to issues involved in working with and supervising diverse cultures and generations.
• Safety Leadership: Commitment to an incident free workplace is paramount.
• Demonstrated safety leadership has been initiated through daily attendance and participation in all
contractor safety meetings and initiatives.
PROFESSIONAL EXPERIENCE
CONOCO PHILLIPS Feb 2011 – Present
Construction Supervisor and Coordinator for the Capitol Projects Group
• Responsibilities include: Advocating the Zero Incident Culture (ZIC); Advocating the Incident Free
Culture (IFC); Weekly safety meetings; Daily toolbox and tailgate meetings; Jobsite walk downs with the
contractor; Reviewing JSAs and THAs with the contractor; Participation in Behavioral Based Safety
(BBS); Hazard Recognition; Safety Audits
• Direct supervision of contractor resources in the field, and acting as part of a Project Management Team
(PMT) reporting to a Project Leader overseeing the execution of a specific project or program.
• Work under daily direction of the on-site Construction Superintendent to actively support the accountable.
An example would be ensuring all construction service contractors are working safely and operating within
the established boundaries.
2. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
• Providing services such as constructability reviews and bid evaluation support of all construction projects,
ensuring predictability in project delivery from FEL to project closeout in support of all Project Leaders.
Construction Coordinator for the Capitol Project Group
• Advocating the Zero Incident Culture (ZIC)
• Advocating the Incident Free Culture (IFC)
• Weekly safety meetings
• Daily toolbox and tailgate meetings
• Jobsite walk downs with the contractor
• Reviewing JSAs and THAs with the contractor
• Participation in Behavioral Based Safety (BBS)
• Hazard Recognition
• Safety Audits
• Direct supervision of contractor resources in the field, and acting as part of a Project Management Team
(PMT) reporting to a Project Leader overseeing the execution of a specific project or program.
• Work under daily direction of the on-site Construction Superintendent to actively support the accountable.
An example would be ensuring all construction service contractors are working safely and operating within
the established boundaries.
• Providing services such as constructability reviews and bid evaluation support of all construction projects,
ensuring predictability in project delivery from FEL to project closeout in support of all Project Leaders.
Direct Accountabilities:
• Leading HSE performance by communicating, fostering, supporting, and enforcing HSE policies,
procedures, guidelines, requirements, and objectives.
• Managing project execution in accordance with the project schedule; and ensuring accurate cost reporting,
progressing, earned value, and productivity measurement to achieve the lowest possible cost outcome.
• Completing the Construction Readiness Processes for all assigned Capital Projects.
• Managing the resolution of project related material procurement, logistics, and site handling issues.
• Fostering productive simultaneous operations, SIMOPS, through close coordination and communications
with representatives of Operations, Drilling, and other oilfield support organizations.
Indirect Accountabilities:
• Coordinating full project engagement with Operations and compliance with procedures.
• Communicating construction activities in conjunction with other Capital Projects Organization, groups and
team members to ensure increasing visibility to all aspects of field based construction.
• Active participation in weekly Predictive Indicator Evaluations and periodic Safety Assessments of
contractors.
• Maintain and ensure contractor performance in accordance with a Construction Activities RACI chart of
field wide construction activities in support of all projects.
• Input and assistance with maintaining construction management tools and procedures to ensure the efficient
execution of construction projects.
AES KUPARUK ALASKA / CONOCOPHILLIPS Nov 2010 – Jan 2011
Process Optimization Advisor
• Worked on current critical path scope to assure safe execution.
• Reacted on short notice to oversee projects that need to be addressed immediately.
• Assisted in planning of tasks and scheduling for projects.
3. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
• Spent majority of on shift time in the field working with craft personnel addressing any safety concerns as
they occur.
• Promoted Safety in Motion (SIM) techniques at the job sites.
• Developed & reviewed Job Hazard Analysis, Task Hazard Analysis, individual work processes, process
Procedures & Guidelines, Standard Operating Procedures, Good Catches, Hazard Recognition and Pre-job
meetings also in the field reviews.
• Supported and participated in the behavior based safety process
• Intervention skills, ability to speak up and express oneself diplomatically.
• Recognized and acknowledged outstanding safety performance of the group/individual(s).
• Developed a strong safety bond between management and craft personnel in the effort of keeping everyone
incident free and working within the “zero incident culture”.
• Provided continuing education to the workforce on company and client policies and procedures.
• Performed job site pre-execution reviews using THA and safety audits with craft personnel and supervision
as a way of educating them in identifying hazards on the job, develop, or audit existing procedures to
ensure the safest completion of that scope of work.
• Assisted with mentoring employees on safety processes, field wide best practices, quarterly safety
assessments and VPP audits.
• Have a positive attitude and be flexible and open to continual change.
AES KUPARUK ALASKA / CONOCOPHILLIPS Dec 2009 – Nov 2010
Major Projects Foreman
• Directed Supv Well Line Upgrades.
• Facilitated the work of replacing well lines during upgrade program 2010.
• Completed Well Line Conversions and Pigging Projects as well.
Notable accomplishment: All jobs were completed safely, without accident or incident and on schedule.
1994-2009 Experience
DZ ATLANTIC CRYSTAL RIVER NUCLEAR
Pipe Fabricator
• Fabricate and install various piping components throughout outage.
Notable: Position required passing a Nuclear Background Check.
BECON CONSTRUCTION CO., Bedford, KY / Rockdale, TX
General Foreman / Pipefitter
Projects included:
PROJECT: New Construction Power Plant, Bedford, KY
General Foreman
• Ran 40 hands during installation of 12” & 14” lines in Fly Ash area
PROJECT: New Construction Power Plant, Rockdale, TX
Pipefitter
• Installed headers and manifolds for plant and instrument air
SANDERS BROTHERS, AL / FL / TN
Foreman / Pipefitter
Projects included:
PROJECT: Paper Machine Installation, Florence AL
Pipefitter
4. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
• Installed Carbon and Stainless lines up to 36” during installation of Paper Machine
PROJECT: Chemical Plant, Loudon, TN
Foreman
• Supervised a crew of 30 – installation of process lines
PROJECT: US Sugar Mill, Clewiston, FL
Foreman
• Directed daily activities of 15 man crew during refinery expansion.
ZACHRY, Loxahatchee, FL
General Foreman
PROJECT: New Construction Power Plant, Loxahatchee, FL
• Supervised 8 foreman and 150 craft workers in erection and installation of 3 HRSG’s
• Maintained 3 week look-a-head
• Trained foremen in safe work practices, proper housekeeping, and material and document control including
QC procedures for correct requisitioning of welding and pre and post weld heat treat.
Notable accomplishment: Under my guidance these crews took the HRSG’s from 15% to 95% on time and
within budget.
BAY LTD., Shreveport, LA
Construction Field Engineer
PROJECT: Refinery Expansion
• Tracked project progress, received RFI’s, and maintained spreadsheets and logs for all RFI’s
• Verified information in the field referring to drawings related to the problem
• Prepared solutions and isometric drawings to illustrate problems & solutions
• Assembled documentation and submitted to head engineer for final determinations.
PIC / TIC INTERNATIONAL, St. Croix, USVI
General Foreman / Foreman
Projects included:
PROJECT: Refinery
General Foreman
• Directed activities of 2 foreman and 28 craftsmen in erection of HRSG at the Hovensa Refinery.
General Foreman
PROJECT: Multiple, RI / NY / GA
• Traveled with a crew of 22 men to 3 different jobsites in a 6 month period to meet with the client reps
(FP&L and Siemens) Projects included SCR cat block removal and replacement, Ammonia injection
system replacement, retrofit- misc valve replacement and work on pressure vessels.
• Responsible for procurement of equipment, payroll, and progress reports to PIC & Clients, progress
briefings, safety and document control.
Notable Accomplishment: Projects were completed as scheduled and within budgets.
PROJECT: Paper Mill, Rome, GA
Foreman
• Supervised crew of 20 in valve and spool replacement during scheduled outage
MAC TEC OFFSHORE
Technical Advisor
5. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
PROJECT: Gorilla III Production Rig Gulf of Mexico
• Responsible for setting up operation and training of divers in the use of OD pipe milling machines to hole
drill and hot tap well head casing damaged during hurricane Katrina.
• Determined locations and penetration depths for multiple casing well heads to determine pressure in order
to perform capping of the line.
• Instructed divers via remote camera on installation of equipment
• Remotely operated equipment from surface rig by using hydraulic control panels and video monitors
BEERS, South Bay, FL
Piping Superintendent
PROJECT: Pumping Stations
• Responsible for planning and project organization of 2 pumping stations in the Everglades National Park as
part of the Everglades Restoration Project.
• Other duties included: procurement of materials, hiring of craftsmen, and installation of piping, pumps,
and motors.
Refinery Turnarounds at various Locations throughout the US
Alky unit turnarounds, cat cracker, general facility turnarounds for a cumulative time frame of 4 years solid with
Companies such as J.V. Piping, RepCon, CRP, PIC.
DIVERSIFIED ENERGY, Pompano Beach, FL
Foreman
PROJECT: Power Plant
• Assignment included installation of package boiler and small steam turbine.
STANLEY JONES, INC., TN
Foreman
Projects included:
PROJECT: Nissan Automotive Plant, Decherd, TN
• Supervised a crew of 12 during construction of Nissan automotive plant
• Work included: installation of carbon steel and stainless steel lines, pumps, vessels and motors.
PROJECT: Marriott Hotel, Nashville, TN
• Supervised a crew of 12 during construction of a New Marriott Hotel
• Work included: installation of carbon steel and stainless steel lines, pumps, vessels and motors.
MILITARY SERVICE
USMC 1986-1992
Desert Shield / Storm Veteran
Honorably Discharged
6. WILLIAM ANTHONY GOLDING
7332 Nolensville Rd
Nolensville TN 37135
Cell: 615-319-4351
Email: toner682000@yahoo.com
PROJECT: Gorilla III Production Rig Gulf of Mexico
• Responsible for setting up operation and training of divers in the use of OD pipe milling machines to hole
drill and hot tap well head casing damaged during hurricane Katrina.
• Determined locations and penetration depths for multiple casing well heads to determine pressure in order
to perform capping of the line.
• Instructed divers via remote camera on installation of equipment
• Remotely operated equipment from surface rig by using hydraulic control panels and video monitors
BEERS, South Bay, FL
Piping Superintendent
PROJECT: Pumping Stations
• Responsible for planning and project organization of 2 pumping stations in the Everglades National Park as
part of the Everglades Restoration Project.
• Other duties included: procurement of materials, hiring of craftsmen, and installation of piping, pumps,
and motors.
Refinery Turnarounds at various Locations throughout the US
Alky unit turnarounds, cat cracker, general facility turnarounds for a cumulative time frame of 4 years solid with
Companies such as J.V. Piping, RepCon, CRP, PIC.
DIVERSIFIED ENERGY, Pompano Beach, FL
Foreman
PROJECT: Power Plant
• Assignment included installation of package boiler and small steam turbine.
STANLEY JONES, INC., TN
Foreman
Projects included:
PROJECT: Nissan Automotive Plant, Decherd, TN
• Supervised a crew of 12 during construction of Nissan automotive plant
• Work included: installation of carbon steel and stainless steel lines, pumps, vessels and motors.
PROJECT: Marriott Hotel, Nashville, TN
• Supervised a crew of 12 during construction of a New Marriott Hotel
• Work included: installation of carbon steel and stainless steel lines, pumps, vessels and motors.
MILITARY SERVICE
USMC 1986-1992
Desert Shield / Storm Veteran
Honorably Discharged