Narciso M. Dickson

In Project LLC — Lehi, Utah

• Provide construction project management consulting on a project-controls foundation, giving owners and teams control and clarity across residential, commercial, and renovation projects
• Control the full project lifecycle from concept through closeout, integrating scope, budget, schedule, procurement, contracts, change orders, RFIs, risk, and quality
• Develop project-control frameworks, KPI reporting, risk registers, change-control workflows, and owner-ready dashboards to improve visibility and accountability
• Build Excel and Power BI dashboards for cost, schedule, risk, change orders, RFIs, and executive project reporting
• Coordinate stakeholders, vendors, consultants, and project teams while supporting procurement, contract negotiations, invoices, changes, and project governance
• Developed an integrated construction analytics portfolio covering project controls, RFI and change-order workflows, and predictive overrun modeling using Python, SQL, SQLite, Excel, Power BI, Tableau, and machine-learning methods

PUBLINTER, Arq. y Sup. SRL — Santiago, Dominican Republic

• Managed a $30M+ portfolio of residential, commercial, and renovation construction and design projects
• Coordinated 15+ multidisciplinary teams across 20+ annual projects
• Directed procurement and negotiated contractor agreements, reducing project expenses by 25%
• Improved preparation efficiency by 25% through standardized frameworks and scheduling
• Increased stakeholder satisfaction by 30% through clear reporting and progress tracking
• Applied Agile, Waterfall, and Hybrid delivery to match project complexity
• Implemented risk management and quality assurance frameworks; mentored junior staff

McGraw-Hill · Grupo SM · Grupo Santillana — Santiago, Dominican Republic

• Increased sales by up to 35% and developed relationships across 150+ educational institutions
• Led events, training, and product launches, positioning the businesses as market leaders
• Negotiated contracts and service agreements with customers, agents, and brokers

75 synthetic projects · $5.83B portfolio · 2022–2025

Project teams often detect cost and schedule stress after intervention options have narrowed. This case study tests which controls metrics move early enough to support management action.

90 synthetic projects · 3,318 RFIs · 1,119 change orders · 2022–2025

Change orders and RFIs move through many reviews, handoffs, and approvals. This case study identifies where cycle time, aging, backlog, and handoff patterns create cost and schedule exposure.

2,362 clean modeling projects · 40 predictors · 2019–2025

Cost and schedule outcomes are usually confirmed too late to change them. This case study tests which early and mid-project controls and workflow indicators predict material overruns and delays while intervention is still possible.