Peter has more than 40 years experience in the project and commercial management of major infrastructure, rail and mining projects valued up to $2.0B. Peter has worked on major projects for both the Principal and the Contractor and bring a full understanding of the requirements of all parties to ensure an appropriate risk allocation, development of the project team and liaison with stakeholders thus ensuring the successful completion of a project. Additionally Peter obtained my MBA from Cranfield Business School where He graduated top of finance stream.
Major projects positions include:
Project Director Brisbane City Council. Legacy Way Tunnel.
Commercial Manager: (Gold Coast Desalination Plant)
Project Director: (New Rail Cars for NSW)
General Manager: of a major Process Design /Construction Company
Peter is an arbitrator and certified in expert determination and consults in project management and dispute resolution.
Can supervise: YES
Livesey, PV 2017, 'Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management', Construction Economics and Building, vol. 17, no. 1, pp. 20-45.View/Download from: UTS OPUS or Publisher's site
As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.
Ge, XJ, Livesey, P, Wang, J, Huang, SD, He, X & Zhang, CQ 2017, 'Deconstruction waste management through 3D reconstruction and BIM: a case study', Visualization in Engineering, vol. 5, no. 1.View/Download from: UTS OPUS or Publisher's site
The construction industry is responsible for 50% of the solid waste generated worldwide. Governments around the
world formulate legislation and regulations concerning recycling and re-using building materials, aiming to reduce
waste and environmental impact. Researchers have also been developing strategies and models of waste management
for construction and demolition of buildings. The application of Building Information Modeling (BIM) is an example of
this. BIM is emergent technology commonly used to maximize the efficiency of design, construction and maintenance
throughout the entire lifecycle. The uses of BIM on deconstruction or demolition are not common; especially the fixtures
and fittings of buildings are not considered in BIM models. The development of BIM is based on two-dimensional
drawings or sketches, which may not be accurately converted to 3D BIM models. In addition, previous researches mainly
focused on construction waste management. There are few studies about the deconstruction waste management
focusing on demolition. To fill this gap, this paper aims to develop a framework using a reconstructed 3D model with
BIM, for the purpose of improving BIM accuracy and thus developing a deconstruction waste management system to
improve demolition efficiency, effective recycling and cost savings. In particular, the developed as-built BIM will be used
to identify and measure recyclable materials, as well as to develop a plan for the recycling process.
A Delphi study using project managers who had managed projects in excess of $500 million was used to confirm the significance and frequency of problems resulting from the nature of projects. Using the results obtained from the Delphi study a ranking of the problems experienced in these projects was obtained by calculating a Relative Importance Index. Additionally, the Delphi panel members were asked their views concerning the need for traditional project management skills (hard skills) and team management skills (soft skills) as project size increased from below $50 million to over $500 million. A substantial increase in the need for both skills was indicated with the increase in the need for soft skills being the most significant.