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G. John Scango
Mr. Scango is an experienced senior manager in both
private industry and government with more than 40 years of comprehensive
‘hands-on’ skills in managing and assessing the validity of planning,
design, construction and operation of large projects and complex
facilities. His specific expertise is in program/project management and
cost /schedule analysis.
Details of his experience are shown below.
EXPERIENCE SUMMARY
| 1997 to Present |
Project Management Consulting |
| Managed and/or participated in DOE
reviews of key programs and projects including Rocky Flats nuclear
waste cleanup and Government Cost Estimate; Strategic Petroleum
Reserve drawdown readiness; OCRWM (Yucca Mountain) Critical Decision
Packages; Oak Ridge Spallation Neutron Source EIR; BNL Research
Reactor Decommissioning; Idaho National Laboratory waste cleanup;
Hanford Waste Treatment Plant EIR; Savannah River vitrification /waste
cleanup, OECM PM Certification. |
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| 1994 to 1996 |
US Department of Energy, Washington, DC |
| Responsible for liaison between the
OFFICE OF CIVILIAN RADIOACTIVE WASTE headquarters and the
multi-billion Yucca Mountain nuclear waste repository project office
including assisting in identifying and communicating baseline CCB
changes and costs/schedule issues. Interfaced with all levels of HQ,
field and contractor staff. Managed the development and approval of an
OCRWM multi-year, tiered baseline which integrated all parts of the
program. Assessed monthly status reports of the project from an upper
management perspective and briefed the Director on trends and issues.
Led peer reviews of budgets, cost estimates and schedules. Developed
report for tracking budget to funds committed and spent. |
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| 1990 to 1994 |
US Department of Energy, Washington, DC |
| As Deputy and later Director for
Infrastructure Acquisition in the OFFICE OF FIELD MANAGEMENT, Mr.
Scango served as direct link between the Secretary of Energy and DOE
Field Offices for oversight of progress of 52 Major Systems including
25 involving environmental cleanup. Managed ESAAB process and
refocused the Secretarial oversight of these Systems by delegating
design/construction decisions. Compiled status reports and briefed
Secretary’s staff. Managed Independent Cost Estimates on 40 Programs
including the Nuclear Waste Stockpile and the $5.3 B Environmental
Cleanup Program. At Secretary’s direction, organized and led a team of
75 experts in a validation of the $8.4 B Superconducting Super
Collider cost estimate at the site. Published report and briefed
Secretary and Congressional staff on a projected $1.5 B increase. |
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| 1987 to 1990 |
US Department of Energy, Washington, DC |
| Served as Program Engineer in the
SUPERCONDUCTING SUPER COLLIDER program from its inception. Served as a
member of the Site Selection Committee, gave 15 speeches to
professional organizations, defined the State of Texas role for their
$1 B contribution and drafted the Project Plan. Managed the Texas land
acquisition of 16,000 acres to meet SSC schedules. Personally
responsible for the Supplemental EIS for the Texas site which was
successfully completed in a very controversial atmosphere and received
the EPA’s highest rating. Managed the National Academy of Science
report entitled ‘Underground Contracting Practices for the SSC’.
Represented the SSC within the DOE, with the OMB, Congressional
Committees, and Texas. Briefed Director on progress following monthly
site visits. |
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| 1986 to 1987 |
US Department of Treasury, Washington, DC |
| As Director, Cost/Schedule Analysis in
the SYNFUELS OFFICE was responsible for continuous assessment of
construction and operation progress at four projects with a total cost
of $900 M which were transferred to Treasury when the Synfuels
Corporation was dissolved. Met with contractor staff at field sites to
assess progress and authorize loan and price guarantee payments.
Prepared monthly assessments on progress and variances. Projects were:
Dow Chemical Gasification Plant (La), Parachute Creek Oil Shale
Project (CO), Forest Hill Tar Sands Project (TX), and the Cool Water
Cogeneration Project (CA). |
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| 1981 to 1986 |
US Synthetic Fuels Corporation Washington, DC |
| As Director, Cost Analysis Group had
sole responsibility for all SYNFUELS CORPORATION activities related to
cost and schedule for first -of-a-kind projects submitted for loan and
price guarantee agreements. Managed a staff of four and support
contracts with three Architect-Engineer firms. Conducted reviews at
the offices of sponsors and their contractors of over 30 grassroots
and retrofit projects estimated to cost from $10 M to $3 B.
Responsible for predicting probable range of final capital and
operating cost based on project risk utilizing Monte Carlo simulation
techniques. Assessed effects of changes in siting, scaling,
scheduling, and management. Interfaced with technical, environmental,
financial and contracting personnel at all levels. Negotiated
reporting requirements following Agreement. Caused negotiation of five
projects totaling $2 B to be halted or significantly altered. Received
SFC Special Achievement Award in 1984. |
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| 1980 to 1981 |
US Department of Energy, Washington, DC |
| Served as Team Chairman for evaluating
fifteen proposals for first federally funded synthetic fuels program
in the OFFICE OF RESOURCE APPLICATIONS. Assembled and supervised a
team of twenty experts from US Corps of Engineers, US Army Material
Command, and DOE. Drafted proposal language, evaluation criteria, and
final reports. debriefed those not selected |
1976 to 1977
1977 to 1980 |
US Department of Energy, Washington, DC
New Orleans, LA |
| Served as Site Manager, Assistant
Project Manager for Construction, and Assistant Project Manager for
Engineering for the $3 B STRATEGIC PETROLEUM RESERVE program which
included five storage sites, a ship terminal, and 160 miles of
pipelines. Responsible for forming and filling the world’s largest
underground salt storage caverns. Procured, negotiated and managed $14
M design contract with US-West German consortium which issued first
construction packages within four months. Negotiated land acquisition
with chemical companies, power contracts with utilities, and petroleum
transportation with oil firms. Managed $20 M per year engineering
program including 20 government staff, four engineering-design firms,
systems engineers, and a geotechnical firm. Completed Plan for $750 M
expansion of existing sites, and all Construction Management
Procedures. Managed the detailed planning and organized the first SPR
oil drawdown test (Operation Quickdraw). Issued over my signature
35,000 contract drawings in 200 bid packages. Represented SPR at all
government/private levels. |
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1964 to 1970,
1973 to 1976 |
District of Columbia Government |
| As Chief, Mechanical Design and later
Chief, Project Management directed design, construction and contract
management of over seventy varied projects totaling $500 M. Projects
included new Detention Facility, new Courthouse, Lorton Prison, DC
Hospital, and school buildings. Specialized in HVAC work. |
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| 1970 to 1973 |
George Campbell Associates, Washington, DC |
| Senior HVAC Design Engineer for
airports, hospitals, and commercial and military facilities. |
EDUCATION
BS Mechanical Engineering, Carnegie Mellon University 1962
PROFESSIONAL QUALIFICATIONS
Registered Professional Engineer (DC License PE6636)
Various Papers, Awards, and Commendations, Continuous professional course
work
Military Service: West Germany. Company Commander, US Army Corps of
Engineers. Airborne
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