Signed in as:
filler@godaddy.com
Signed in as:
filler@godaddy.com
Mr. Miyamoto is providing program financial planning and budget managing services for the Toll Program. The Program consists of several facilities currently collecting tolls from various highways and bridges. He is assisting the tolling program budget manager with budgeting, tracking expenditures, and forecasting for the program and each
Mr. Miyamoto is providing program financial planning and budget managing services for the Toll Program. The Program consists of several facilities currently collecting tolls from various highways and bridges. He is assisting the tolling program budget manager with budgeting, tracking expenditures, and forecasting for the program and each facility. Mr. Miyamoto is also providing a system that will extract, transform, and load expenditures and will assist in the redistribution and reforecasting of budgets based on trends and subject matter expertise.
Mr. Miyamoto provided portfolio compliances services for the Megaprogram. The Megaprogram consists of four (4) Programs; SR 167/509 Puget Sound Gateway Program, I-405/SR 167 Corridor Program, SR 99 – Alaskan Way Viaduct (AWV) Program, and SR 520 – Bridge Replacement and HOV Program. Mr. Miyamoto is providing portfolio compliance for SR 52
Mr. Miyamoto provided portfolio compliances services for the Megaprogram. The Megaprogram consists of four (4) Programs; SR 167/509 Puget Sound Gateway Program, I-405/SR 167 Corridor Program, SR 99 – Alaskan Way Viaduct (AWV) Program, and SR 520 – Bridge Replacement and HOV Program. Mr. Miyamoto is providing portfolio compliance for SR 520 – Bridge Replacement and HOV Program (and other Programs as requested). He is the risk subject matter expert, toll liaison, and provides data management for diversity and inclusion reporting.
Mr. Miyamoto provided program controls services for the multi-billion dollar (currently~$5B) SR520 Bridge Replacement and HOV Program. The Program consists of several projects in different phases of design and construction. Mr. Miyamoto assisted in managing the project controls portion of the Program for the existing construction and the
Mr. Miyamoto provided program controls services for the multi-billion dollar (currently~$5B) SR520 Bridge Replacement and HOV Program. The Program consists of several projects in different phases of design and construction. Mr. Miyamoto assisted in managing the project controls portion of the Program for the existing construction and the current Rest of the West design work. He assisted in contractor schedule reviews, program reporting management and cost analysis. He prepared project cash flow, schedule variance, earned value reports and conducted analysis against project baselines and budgets. His role was to establish, monitor and report on variances of project baselines for scope, schedule and budget. Last, he worked to manage and update the Program risk register and participated in several Cost Estimation Validation Processes (CEVP) to update the Program’s risk profile.
Mr. Miyamoto provided program controls services for Washington State Ferry’s and the Colman Dock project. Mr. Miyamoto closed out the majority of the design portion of the Colman Dock and reconciled the financials for the project. He prepared project cash flow, earned value reports and conducted analyses against project baselines and budg
Mr. Miyamoto provided program controls services for Washington State Ferry’s and the Colman Dock project. Mr. Miyamoto closed out the majority of the design portion of the Colman Dock and reconciled the financials for the project. He prepared project cash flow, earned value reports and conducted analyses against project baselines and budgets. His role was to establish, monitor and report on variances of project baselines for scope, schedule and budget.
Mr. Miyamoto played a leading role in the develop and implementation of internal initiatives including a program level master milestone schedule, program level resource loaded schedule and training in the master milestone schedule and resource loading. He has assisted in the training and development of negotiations reforms, ‘In-House’ ver
Mr. Miyamoto played a leading role in the develop and implementation of internal initiatives including a program level master milestone schedule, program level resource loaded schedule and training in the master milestone schedule and resource loading. He has assisted in the training and development of negotiations reforms, ‘In-House’ versus ‘Consulting’ work decision matrixes, development of new Strategic Improvement programs. Mark has assisted in developing project work breakdown structures, critical path method schedules, cost estimates, budgets, project scope documentation and RFP development. Mark’s daily duties include contract administration for payments, amendments and change orders to include tracking progress payments, estimating effects of change orders, and ensuring compliance with established specifications and regulations. He prepares project cash flow, schedule variance and earned value reports and conducts analysis against project baselines and budgets. His role was to establish, monitor and report on variances of project baselines for scope, schedule and budget. He also developed and provided project scope deliverables, data analysis of key performance indicators for reports so management could make informed decisions. Mark was asked to perform life cycle cost analysis, risk analysis, alternatives analysis and make recommendations on selection.
Mr. Miyamoto provided construction management services for the construction of the Brightwater Treatment Plant for King County Department of Natural Resources and Parks, Wastewater Treatment Division. The treatment plant consists of phased construction with GCCM and hard bid approaches. Mr. Miyamoto managed the project controls portion o
Mr. Miyamoto provided construction management services for the construction of the Brightwater Treatment Plant for King County Department of Natural Resources and Parks, Wastewater Treatment Division. The treatment plant consists of phased construction with GCCM and hard bid approaches. Mr. Miyamoto managed the project controls portion of this project and was brought on board as an interim manager and had taken on full responsibilities for this part of the work. He also assisted with the review of the weekly/monthly submittal of the GCCM’s Primavera schedule.