KANAV SAJJANHAR MEngNZ

• Maintaining key relationships with alliances, subcontractors, and key disciplines so that the project outcome is achieved.
• Build constructive and effective relationships using tact and diplomacy
• Can effectively manoeuvre through complex political situations.
• Effective at diffusing high-tension situations comfortably
• Calm under pressure and be resilient to unexpected setbacks.
• demonstrated the ability to work across functional boundaries in a collaborative manner to get things done in the interest of achieving the project objectives.
• Having a strong understanding about Contract Mechanism and frameworks
• Understanding construction contracts according to NZ legislation
• Manage commercial activities assigned to them in the Commercial Pipeline.
• Proactively manage contract changes and project controls to monitor project performances Cost, time, and risk.
• Manage expectations with key stakeholders both internally and externally.
• Having a strong Commercial Acumen
• Ensuring extension of time and variation claims are prepared and submitted in accordance with our agreements in contract
• Assist project teams to resolve contractual issues and escalate complex and high-value items.

Risk Manager

Leading project risk management on the $5.4 billion funding envelope. Project delivery focuses on the C1, C2, C3, C5, and C7 Link Alliance, C5, C6, C8, and C9 Britomart and Newmarket contracts by taking ownership of qualitative and quantitative risk analyses of cost and time overruns on the project. Implementation of an effective risk management system (ARM, Safran Risk, P6) database to be consistent with international best practice ISO 31000 and to be used as an integral and sound basis for cooperation in governance, planning, and decision-making to achieve the project objective

Enterprise Project Risk Management

Ensuring strong management / reporting of enterprise-level risks, facilitating oversight of strategic action, Alongside the CFO providing assurance to the SLT and Board that enterprise risk is being effectively managed
assisting in the reporting of risks to the senior leadership team, sponsors, and the CRLL board.

• Coordinated with cross-functional teams to resolve project issues and mitigate risks.
• Monitored project performance to identify areas for improvement and make adjustments.
• Monitored project progress, identified risks, and took corrective action as needed.

City Edge Alliance (Fletcher, Beca, Higgins, Coffey & Hick’s Bros)

Waikato Expressway Hamilton Section: $430 Million Approx.

My main aim was to robust risk management on the by Implementation of Alliance risk management system to be consistent with international best practices and used as an integral and sound basis for cooperative governance, planning, and decision-making to achieve the project objective.

• Maintain the organisation-wide, integrated risk management framework and approach that integrates accountabilities, and seeking for continued improvement.
• Train and provide support to all Alliance staff to be able to effectively identify, analyse and assess risks and opportunities and to implement appropriate risk treatment strategies for design, construction, commercial, operational, and maintenance activities.
• I am curious about the project at hand and willing to embrace innovative ideas and concepts to overcome any new challenges for the successful completion of project.
• Proper communication with the team members about the feedback from the client is necessary to ensure the successful delivery of the project.

Project Risk Adjusted Programme.

• Developing master programme with my team so that we can get confidence on our target completion date
• Monitors approve baseline by using Schedule Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI), Cost Performance Index (CPI) to compare earned value, planned value and Actual cost by making S curve to provide Earned value data that is performing over budget and behind the schedule
• Collect and analyses risk management data and provide regular report to the Alliance Manager Team and Project Alliance Board.

Four Lanings of a Motorway Project in India

• Checked technical designs and drawings for adherence to standards.
• Recorded daily events and activities in the site diary to evaluate processes and improve productivity.
• Created work schedules and adjusted them as needed to meet project deadlines and keep shifts properly staffed.
• I oversaw quality control and health and safety matters for construction teams.
• Suggested process and technical design changes to improve performance and efficiency.
• developed a safety awareness program consisting of construction safety audits and safety meetings.
• Monitoring and controlling the execution team.
• Experience in Box Culvert, Vehicle Under Pass, Pedestrian Underpass, Minor Bridge, Major Bridge
• Experience in detailed drawings of long-span special bridges, balanced cantilever bridges, cable stays, bridges, structures, superstructures, and substructures
• Experience in detailed drawings of Pier caps, Abutments, Prestressing, and other structural drawings
• ·Expert in making plans of various civil works.
• Preparation of daily, weekly, and monthly reports on work progress (key performance indicators) and evaluation as per the planned schedules
• Supervision of the working labor to ensure strict conformance to methods, quality, and safety.
• Ensure that all Health & Safety policies are performed during execution.
• Completing site work before the deadline by using the latest planning tools and techniques

Managing family construction business (10 to 120 people) $500k to $10M bidding military engineering services (MES) contracts to keep the business in operation by managing assets and cash flow (OPEX and CAPEX) by increasing annual turnover to maintain the profit margin and keep our people safe. Managing family construction business (10 to 120 people) $500k to $10M bidding military engineering services (MES) contracts to keep the business in operation by managing assets and cash flow (OPEX and CAPEX) by increasing annual turnover to maintain the profit margin and keep our people safe.

• developed a safety awareness program consisting of construction safety audits and safety meetings.
• Ordered and tracked the delivery of construction materials and supplies from vendors.
• Suggested process and technical design changes to improve performance and efficiency.
• Applied engineering principles to troubleshooting and followed up on defined corrective actions to prevent reoccurrence.
• Facilitated and led site engineering projects relating to new or upgraded equipment, facilities, and quality initiatives.