Mark Coleman, Pmp
About Mark Coleman, Pmp
Mark Coleman is the Department Head of Project Management Operations at Lawrence Livermore National Laboratory, where he has led the development of a unified project management system for over 250 construction projects. With a background in civil engineering and extensive experience in project management across various organizations, he has consistently delivered projects under budget and implemented innovative approaches in his field.
Work at Lawrence Livermore National Laboratory
Mark Coleman serves as the Department Head of Project Management Operations at Lawrence Livermore National Laboratory since 2022. In this role, he leads the development of a unified project management system for a portfolio that includes over 250 construction projects. The total estimated cost of these projects exceeds $1.5 billion. His leadership in this capacity emphasizes the importance of structured project management practices within a research and development environment.
Education and Expertise
Mark Coleman holds a degree in Civil Engineering from the University of Portland. He also studied Mechanical Engineering Technology and Technical Management at the University of Delaware, and Mechanical Engineering at the University of Texas. His educational background supports his extensive expertise in project management, particularly in technical and engineering contexts.
Background in Project Management
Mark Coleman has a diverse background in project management, having held various senior roles across multiple organizations. He worked as a Senior Project Manager at Orano from 2013 to 2015 and served as Director of Project Management at Columbia Steel, Inc. from 2019 to 2021. His experience also includes positions at TerraPower LLC, Pacific Gas and Electric Company, and PSEG, where he developed and managed significant engineering projects.
Achievements in Project Management
Throughout his career, Mark Coleman has implemented multiple first-of-a-kind projects, showcasing innovative approaches in project management. He has a track record of delivering projects under budget by three to five percent, reflecting strong financial management and efficiency. His leadership has also contributed to the successful turnaround of project management organizations and the establishment of project management offices in engineering environments.