TIM FARRA

• Managed significant transportation and public work projects (Railway and Roadway) for IDOT, Counties, Municipalities, Tolls, and Transit agencies;
• Led and mentored staff engineers and project teams
• Mastered Operations Management, Marketing/ Business
• Development, and Professional Development Activities
• Built and managed the growth of the Transportation Service Line
• Hired Engineers, Schedulers, and Cost Engineers
• Applied Earned Value Management was a key driver for accountability and profitability. Also Qualifying Bloom in Project Controls Services for Illinois Tollway and Illinois DOT was my major accomplishment
• Directed or managed plan production for conventional design-bid- build and design-build highway and roadway projects for the Illinois Department of Transportation (IDOT) and Illinois Tollway, Chicago Department of Transportation (CDOT), and other local clients in the Chicago, Illinois office

• Hired, mentored, trained, and grew staff concerning technical expertise and development of contract documents
• Provided technical engineering support for challenging or unique projects
• Managed project budgets and schedules, interfacing with clients, and led office strategic business development plan proposal developments
• Coordinate with project managers and engineers to balance workload and staffing needs
• Maintained involvement with professional associations and submitted abstracts for technical papers and articles

PORR (Europe's Largest Construction Provider) is the Main Contractor for the Green Line Underground Metro Project ($ 2.5 billion Design/Build Cost).This project consisted of 16.6 km of Twin Bored Tunnels and 8 Stations

• Managed a Program Controls unit consisting of Schedulers, Cost Engineers, Reporters, and Quantity Surveyors, including Document Controls.
• Developed Program Controls Management Plans (Procedures)
• Facilitated and managed the creation of WBS (Work Breakdown Structures) along with CBS, DBS, and CPM Schedules. Integrated Costs and Schedules in a model based on EVM principles and Variances, KPIs and Performance Measurements Methods
• Collaborated with Contractors on working on other Projects or Program.
• Created state-of-the- art reports and developed and delivered presentations
• Managed Change Controls Effectively.

• Championed pursuits and bid proposals for (PMC) the Program
• Management Consultant of Design & Construction Services for
• Riyadh, Jeddah, Mecca, and Madinah Metro
• Created teams in the PMCs for Project Controls
• Managed Change Controls Effectively
• Led a marketing staff of six consultants and six project managers to produce quality winning proposals
• Won 3 out of 4 Pursuits.

• Built and managed a group of experienced Design Builders, Schedulers, and Cost Engineers.
• Applied Earned Value Management was a key driver for accountability and profitability.
• Managed team of Managers and Consultants executing US-290 PMC, Houston, Texas.
• Controlled and Monitored the Cost and Schedule of 70 Rail-Related Projects (PMO) of CREATE Program (P3), Chicago, A public-private partnership between the rail companies, IDOT, CDOT, Metra/Transit, Amtrak, and the nation's freight railroads, developed to invest in critically needed rail infrastructure improvements in the Chicagoland area and increased the efficiency of freight and passenger rail.

• Managed a group of experienced Program Managers and Design/Builders diversely representing public and private owners of transportation infrastructures consulting in Program Management and Administration, Mapping, Surveying, Public Involvement, Local Agencies Coordination, Maintenance of Traffic, Engineering, and Design, including but not limited to Scheduling Design Consultants Coordination and Phase III assistance Major Accomplishments:
• I-70 Program Management, St. Louis, MO
• Phase II engineering services for preparing construction plans and documents for approximately 4.2 miles of relocated I-70, from I-55/70 east of
• Illinois Route 203 to a connection with I-70 north of the City of St
• Louis Central Business District
• The project also included approximately 2.7 miles of a connector between the I-70 relocation and I-64 and about 5.5 miles of relocated Illinois Route 3, including a significant bridge structure over the Mississippi
• River, new multi-lane roadways and bridges on new alignments, new interchanges of varying complexity, and the relocation of several railroads
• Program managed seven Design Consultants
• Created RFP, Reviewed and Evaluated Proposals, and Conducted
• Field and Inspection meetings
• Attended Preconstruction Meetings and Reviewed Design and Shop Drawings
• Approved Materials and
• Equipment Submittals
• Sales and Marketing Officer: Developed a 3-year strategic sales plan which increased sales by 20% in the first year
• Marketed
• Alternative Project Deliveries (D/B, P3, PMO, PMC)
• Improved client database by at least 40%
• They streamlined the sales process cost-effectively, producing qualifications and proposals
• They coordinated closely with marketing staff to deliver quality marketing products and were promoted to Associate Vice
• President

• Planned, Scheduled, Directed, and Controlled the planning and design phases of $10 million to $500 million Transportation infrastructure and Civil/Site construction and reconstruction projects
• Built and Supervised Highway/bridge sections consisting of 25 Engineers equipped with state-of-the-art design tools and created and implemented a marketing program that led to winning new customers and customers again promoted to Program Manager.

• Led the engineering of 5 Roadway Projects in meeting production schedules
• Trained personnel in various phases of road design