Ryan Mazurick, PE, PMP
Ryan Mazurick has seven years of experience in construction and project management, contract administration, data analytics, business improvement and design coordination. He is knowledgeable in the areas of planning and scheduling, optimization of construction resources, delay analysis, cost analysis, claims analysis, and contract negotiations.
Before joining CPMI, Ryan was a senior engineer at an engineering consulting firm providing program management services to the Department of State, Department of Navy, Department of Energy, Army Corps of Engineers, and commercial companies. Ryan has implemented his extensive knowledge in scheduling, risk, and contract management on numerous high-profile government programs.
- University of Cyprus, Master of Business Administration (MBA)
- University of Maryland, B.S., Mechanical Engineering
- Professional Engineer: Virginia
- PMI –Project Management Professional (PMP)
- IBM – Data Science Professional Certification
- PMI – Project Management Institute
- AACE – Association for the Advancement of Cost Engineering International
Ventilation System for Aircraft Carrier Overhaul Design and Fabrication – Responsible for design, construction, and delivery of a custom ventilation system for the refueling of Navy aircraft carriers. Prepared and negotiated four subcontract agreements, including 15 modifications to adjust for changing conditions and risk. Implemented project wide frameworks and methodologies for the design, fabrication, subcontractor oversight, and commissioning activities. Reviewed electrical and mechanical drawings for contract conformance. Managed subcontractor agreements, commercial procurements, and internal resource staffing assignments to meet aggressive internal profit goals. Performed source surveillance and inspections on key procurements. Developed earned value management system for the active monitoring of the major fabricator. Identified early indicators of project schedule issues and prepared letter of concern to subcontractor leadership leading to construction improvements. Prepared Supplier Corrective Action Reports based on supplier quality issues- monitored and evaluated the mitigating actions. Developed final commissioning plan for equipment.
Nuclear Waste Storage Facility Construction – Analyzed the Operation & Maintenance contractors project deliverables for compliance for capital project totaling $650 million. Provided recommendations to the Federal Project Manager when nonconformances and errors were identified. Analyzed risk register for inaccuracies and omissions, while working with the appropriate stakeholders to develop mitigation actions, as necessary. Developed an integrated cost, schedule, and risk model to determine contingency and management reserve and deployed other quantitative risk assessment tools & techniques to make management decisions. Navigated the regulatory and reporting requirements for DOE capital projects. Supported client in transition of a $100 million contract due to contractor default.
Submarine Test Facility Construction – Developed and maintained the integrated master schedule, interfacing with upstream and downstream partners. Performed engineering analysis to determine root cause of schedule delays during the project. Collaborated with construction, engineering, design, contracting, and managers to develop the detailed work plan. Developed an earned value management program to track project progress. Designed reports and metrics to inform leadership on project status and make key recommendations.
Independent Cost Estimate and External Independent Review for Nuclear Processing Construction – Evaluated and updated the project risk register. Developed an integrated cost, schedule, risk model to calculate the probabilistic total project cost and expected completion date for a $100 million construction project. Performed sensitivity analysis on major risks. Prepared risk mitigation activities to the integrated project team. Evaluated the project schedule against best-practices, past experience, and Government Accountability Office guidance. Briefed senior Department of Energy leadership on results of integrated model and schedule evaluation.