Randy Muir

• Company Overview: Duke Energy is a leading energy company in the United States, focused on providing electricity and natural gas to customers.
• The Oconee Projects Organization’s mission is to successfully implement large capital projects at Oconee Nuclear Station safely, with quality, on schedule, and within the approved budget.
• The Manager of Project Management is responsible for setting the strategic direction to execute the $500 million OPO portfolio of projects and the $70 million annual budget to improve equipment reliability.
• OPO has celebrated 10 years without an OSHA recordable injury, successfully completed forty large capital projects and consistently met annual budget targets.
• In February 2025, ONS received an INPO 1 evaluation, and following strength: 'The Oconee Projects Organization has provided the support necessary to empower their supplemental and in-house workers to build a safety culture that values personnel as the overriding priority.'

• In the role of Senior Project Manager, I am primarily responsible for managing project scope, time, cost, risk, and quality for assigned projects in accordance with PMCoE standards and procedures.
• Consistent with the Nuclear Culture of a Continuous Learning Organization, I supported the development, implementation, and improvement of Project Management strategies and policy for OPO, including standards, tools, processes, and roles for key stakeholders.
• Projects successfully completed:
• Unit 1 & 2 Keowee Stator Replacement Project – Total Project Cost (TPC): $124M.
• Protected Service Water Project (PSW): $1.4B.
• Unit 1 Pressurizer Heater Bundle Replacement – TPC: $28M.
• Unit 1 License Renewal: Pressurizer Internals Inspection – TPC, $3M.
• Unit 1 & 2 Keowee Stator Pole Replacement – TPC: $44M.

Duke Energy was preparing for its phases 1, 2, and 3 audits by the NRC, which would allow the Oconee Nuclear Generating Station to continue beyond its original license into an extended period of operation.

In preparation for these audits, Duke Energy had established a project to examine the preparedness of the Oconee Nuclear Generating Station in advance of the NRC audits.

• Lead Mechanical Engineer responsibilities were to examine the programs assigned (fire protection and cranes inspection program) to ensure that the program meets the intent of the Licensing Basis and that Oconee Nuclear Generating Station has implemented the program accordingly.

Company Overview: Babcock & Wilcox Nuclear Energy is a global leader in the design and manufacture of nuclear power generation equipment.

B&W Nuclear Energy Group contracted to replace the main condenser at Columbia Generating Station in Richland, Washington.

• Project Manager responsibilities include the following:
• Principal contract manager responsible for P&L of the project by ensuring a clear definition of contract requirements and responsibilities between B&W and the client, and managing to the same.
• Development and implementation of the Project Plan that ensures compliance with the contract in terms of safety, quality, schedule, and budget standards.
• Establishment of the project team structure, defining specific roles and responsibilities, recruitment, and evaluation of individual performance.
• Develop and implement a contracting strategy to optimize the allocation of work as either self-performed or subcontracted.
• Managed on-site labor according to the GPMNA collective agreement, wage and benefit package, hours of work, and NRC fatigue rule.

Babcock & Wilcox Nuclear was a newly established division focusing on nuclear construction projects.

• The Project Controls Manager's responsibilities included:
• Leading a team in the planning and scheduling of multiple large construction projects, with an emphasis on communication and coordination.
• The development of a standard approach to respond to Requests for Proposals utilizing Primavera templates for the B&W product lines, which improved both the speed and accuracy of project proposals, from the receipt of the RFQ to contract award.

B&W Power Generation Group’s strategic focus is on the engineering and supply of conventional power plants and environmental controls equipment. Organizationally structured as a matrix organization, in which the Project Controls department is one component, including project planning, scheduling, forecasting, and document control.

• The focus of the Project Controls Department was project planning, scheduling, and control in support of both contract project proposals and projects in execution.
• Responsibilities included the allocation of resources within the Project Proposal group to support the development of contract proposals, as well as managing the Project Controls aspect of contracts.
• Development of template projects in Primavera that represent typical base scope projects, which form the core of B&W PGG’s business. This approach improved both the speed and accuracy of project proposals, from the receipt of RFQ to the award.
• Development of project metrics that allowed the assignment of physical percent complete to the WBS elements.
• Weekly schedule and performance reporting to the Project Management.
• Implementation and maintenance of the Project Change Control process.

Company Overview: Babcock & Wilcox Canada provides engineering and construction services for power generation and environmental control projects.

B&W was contracted by NB Power to install environmental upgrades to its Coleson Cove Power Plant.

Scope included modifications to three 330 MW oil-fired boilers to burn Orimulsion fuel, installation of improved reheat removal and replacement equipment, and fabrication and installation of two flue gas desulfurization and wet precipitators.

As the Project Controls Manager, I was instrumental in developing and implementing an earned value project management system that provided visibility to the Project Team on project percent complete, and specific variance to the plan from a schedule (SPI) or cost perspective (CPI).

• Responsibilities included:
• Review the project estimate to ensure the scope breakdown is at a level of detail that allows for the implementation of the earned value project controls system.
• Development of the Project WBS.
• Allocation of the estimate to the WBS.
• Reconciliation of the project resource-loaded schedule to the budget.
• Development of project commodities to track the physical percent complete to the WBS elements.
• During project execution, I performed weekly project walk-downs and quantity surveys to measure physical percent complete.
• Weekly schedule and performance reporting to the Project Management Group.
• Development and implementation of the Project Change Control process.

• Company Overview: New Brunswick Power Corporation is a provincial Crown corporation responsible for electricity generation and distribution in New Brunswick, Canada
• Created and implemented processes to ensure successful completion of projects.
• Projects successfully Implemented:
• Establishment of Project Management Office.
• Vanadium Flux Detector Replacement.

• Company Overview: TransAlta is a Canadian power generation company that operates a diverse portfolio of electricity generation facilities
• Managed the development of project estimates to support proposals and final approved construction estimates, using in-house resources and external estimating organizations.