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MANAGEMENT CONSULTING


TEAMBUILDING & INTEGRATED OFFICE - TORONTO TRANSIT COMMISSION, RAPID TRANSIT EXPANSION PROGRAM

John Reilly provided management and organizational recommendations and facilitated the teambuilding process for the fully integrated TTC/Consultant team on the $3 billion (CN) Rapid Transit Expansion Program (RTEP). He designed and conducted Focus Groups and Technical Workshops and recommended specific requirements and implementation procedures for value engineering, configuration management, design and construction interfaces, quality assurance and program management. 1993 - 1996

ORGANIZATIONAL CHANGES - TORONTO TRANSIT COMMISSION, ENGINEERING & CONSTRUCTION DEPARTMENT

John Reilly provided management consulting for the TTC General Manager, Engineering and Construction, to define and implement a new design and construction organizational approach, based on the experience of the fully integrated RTEP program. He planned and conducted workshops for senior TTC Managers and provided a industry review for TTC's system-wide productivity improvement program. 1994, 1995


ORGANIZATIONAL REVIEW - MBTA BOSTON

John Reilly provided management consulting for the MBTA Deputy General Manager including a review of management alternatives for the agency, focusing on capital planning needs and the organization of the transit Design and Construction directorate. 1993.

REORGANIZATION - MBTA BOSTON, DESIGN & CONSTRUCTION

John Reilly provided management consulting for the MBTA Assistant General Manger, Design and Construction, to implement a new management approach which balanced project and functional responsibilities for transit design and construction. Services included evaluation of agency staffing levels, including consideration of the appropriate use of MBTA staff and/or outside consultants. John conducted Focus group and Teambuilding work sessions for over 190 staff in order to implement the organizational changes, promote staff understanding and improve internal communications. 1994

LOGAN AIRPORT BOSTON, REGIONAL TRANSPORTATION PLANNING

John Reilly was responsible for management of the integrated consultant team for Massport's Cross Harbor and Regional Transportation Project (CHART), which developed long-range alternatives for Logan Airport - including regional transportation access to the airport and the maritime facilities of the Port of Boston, integrated with the Central Artery/Third Harbor Tunnel. Services included long-range airport planning, new terminal configurations, integration of new highway and people-mover systems with planned terminals, new access and support facilities and, airside / landside capacity analyses. Special studies included traffic projections, heavy-occupancy vehicle strategies, centralization of passenger processing, impact on commercial and industrial facilities, agency liaison and community communication program. 1985-1986.

NUCLEAR WASTE TECHNICAL REVIEW BOARD - U.S. DEPARTMENT OF ENERGY, HIGH LEVEL NUCLEAR WASTE DISPOSAL PROGRAM

QA Photos
John Reilly was contracted to provide a framework Management Oversight Report to the Nuclear Waste Technical Review Board (NWTRB), with recommendations, for the multi-billion U.S. High-level nuclear waste disposal program at Yucca Mountain, Nevada. Areas reviewed and reported included:
  • Cost containment
  • Achieving mandated schedules
  • Contingency planning
  • Appropriate forms of contracts
  • Establishing public and stakeholder trust and confidence
  • DOE/Contractor roles and responsibilities, in terms of management performance
  • Responsibility for management of Executive and Legislative levels
  • Oversight of Program Management contractor by DOE
  • Clarification of difference between administration, oversight and performance in terms of DOE and contractor responsibilities
  • Value Engineering process requirements and reporting level (top management)
  • Issues with the NWTRB's oversight role, consistent with the Board's charter
  • The appropriate role for the Board, consistent with the members' senior and emeritus standing, consistent with the Board's Charter

MARKETING & STRATEGIC PLANNING

Recommendations for management, organization, marketing, strategic acquisitions and necessary technical capabilities for viable new technologies in tunneling, engineering and underground construction for US infrastructure markets in the 1990's. Hochtief AG, Essen / Dames and Moore, Los Angeles, 1987-88

Marketing and strategic planning, various clients, related to work with
U.S. Federal and State agencies including - planning for competitive advantage, fees, multipliers, overhead allowances, cost to compete, profit margins, teaming, competition, market share, capture criteria, technical capabilities and staffing. Private clients, 1987 - Present.