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  • Job reference: RMS0098789

Project Services Team Lead III

  • Sector: Oil & Gas
  • Location: Houston
  • Job type: Contract
  • Date posted: 04/10/2011
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The Company:
Our major Oil & Gas Client is in need of a Project Services Team Lead III in Houston, Texas.

The Role:
Project Services within the Gulf of Mexico (GoM) Developments Performance Unit (PU) will be executed in accordance with the recently issued Project Services Guidelines which support Client's Major Project Common Process (v2) and 'Projects the Client Way' and will be geared towards delivering Project Services Excellence for the next round of Projects within the GoM. Specifically the role of Project Services Team Lead is similar to a Project Services Manager but will usually be either to support a specific delivery team within a major project or will be to oversee all Project Services activities in those smaller Projects that do not have a dedicated Project Services Manager. The Project Services Team Lead will oversee a small team of Project Services Professionals in the execution of the 13 'primary' Project Services functional support areas listed below. Key Accountabilities: - Project Services Organizational Capability - Understanding the Project Services organization which best fits the project, the roles needed and the positions that should be filled by Client staff. - Project Staff Planning and Control - Identifying project staff data which will be managed and reported. Developing a staffing plan to determine when and where staff are needed. Coordinating the staff mobilization/demobilization process. Tracking who is working on the project, where they are located and how project costs are affected. - Work Breakdown Structure (WBS) - Developing and using a WBS to control the project. Ensuring project data can be reported using Client' s Standard WBS. - Planning and Scheduling - Developing effective and successful Management Level (Levels 1 and 2) and Performance Level (Levels 3 and 4) project plans/schedules. Performing logic network planning using the Critical Path Method (CPM) for the development of all plans and schedules. Creating a Master Control Schedule to monitor and manage the project as one entity. Identifying and addressing schedule risk. Including clear contractor requirements in the Invitation to Tender to ensure proper planning and physical progress measurement. - Project Cost Estimating - Developing Cost Estimates throughout all stages of the project, documenting the estimate basis and applying appropriate estimating methods. Developing estimates with appropriate allowances to move from Today’s Money to Money-of-the-Day. Providing assurance to estimates with proper benchmarking and independent reviews. Adding appropriate Unallocated Provision (UAP). - Benchmarking - Using internal and external processes and tools to assure project cost, schedule and controls based on comparisons to Client and industry experience. Facilitate communication with Independent Project Analysis, Inc. (IPA) and organize the project team to perform cross-discipline IPA FEL assessments. - Cost Engineering - Defining the Cost Control processes Project Services teams employ on major projects to support project management. Setting up and running the cost systems required to record, track and report costs during the life of the project. Developing and managing forecasts by preparing budgets, tracking allocation of funds, measuring progress, controlling change and managing UAP. - Project Management of Change - Managing the holistic project process to document and control changes to the project scope and plan (including cost and schedule) while interfacing with all project disciplines and appropriate project management processes. - Project Information Management - Defining the framework for managing information and information technology on the project including project data management, document management, applications/infrastructure and information handover to Operations. - FC&A and Commercial Interfaces - Understanding the interfaces with Financial Control and Accounting (FC&A), Tax, Audit, Finance and the Commercial team and the services they provide to the project and to the Client group. Ensuring the information gathered and controlled by Project Services effectively addresses the needs of the FC&A and Commercial team. - PSCM Interfaces - Including appropriate project controls requirements in Invitations to Tender, so that costs, physical progress measurement and performance can be effectively measured and reported. Assisting Procurement and Supply Change Management (PSCM) and the Contract Accountable Manager (CAM) to manage post-award activities such as contract administration, contract change and variation orders and invoice processing. - Project Reporting - Preparing and issuing project reports that clearly communicate project performance and progress to appropriate stakeholders in a timely manner. - Project Close-Out - Defining and performing the tasks and processes required to effectively close out a project (developing the project data book, updating ePROJECTS, canceling/transferring temporary project facilities ) The PSTL may also be required to assist with the 3 Project Services 'coordination' functions, namely Knowledge Management, Risk Management and Project Execution Planning.
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