Project Manager I - Engineering

About the role

Project Managers will play a critical leadership role in delivering large-scale, high-impact pipeline and facility projects, ensuring alignment with ONEOK’s operational standards and strategic goals. Candidate must have prior project management experience leading at least one DOT 192/195 regulated pipeline or facility project with a budget exceeding $50 million. Ideal candidates will have successfully managed multiple projects with budgets over $100 million.

Responsibilities

• Manage project activities, demonstrating project management fundamentals, to include plant and process facility design, pipeline design, construction, operation and maintenance projects, measurement, regulation and control facilities, gas treating and compressor facilities, product storage, pumping, loading and handling facilities, SCADA, DCS and PLC control systems, processing equipment including pressure vessels, heat exchangers, compressors, pumps, coolers, etc.
• Collect, review, and disseminate necessary information related to engineering services, scope definition, estimating, scheduling, design, preparation of bid instructions and bidding, procurement, construction, record keeping, right-of-way, and environmental activities to project team members
• Perform a project risk analysis. Account for how Monte Carlo simulation assists in risk analysis. Provide inputs and critically review results
• Develop a business case for scope of work. Determine which phase of development a project is in and perform a gap analysis on the number, type and level of definition needed for phase deliverables
• Describe the principles of program management and clarify how potential sub-set projects fit into the overall program
• Generate program objectives, critical success factors and ensure projects align to these
• Write scope definition documents and develop scope change management procedures, including formal MOC
• Write standard scope definition documents for a typical project using similar documentation from a previous project
• Develop project control, interface and scope change management procedures, including a formal Management of Change (MOC) procedure
• Support development of optimal project solutions that maximize the economic value added of the project over the life of the project within budgetary and resource constraints
• Create a cost plan considering cost estimating, budgeting and cost control & reporting using prior projects as a basis. Account for the development of cost estimates, contract strategies, construction, quality assurance, including establishing pricing for equipment and materials, and labor productivity for engineering and construction
• Assess cost impact of scope changes
• Support complex project activities to include plant and process facility design, pipeline design, construction, operation and maintenance projects, measurement, regulation and control facilities, gas‑conditioning, processing, and compressor facilities, product storage, pumping, loading and handling facilities, SCADA, DCS and PLC control systems, processing equipment including pressure vessels, heat exchangers, compressors, pumps, coolers, etc.
• Develop interface and stakeholder management plans utilizing information from a similar project
• Develop a project schedule that shows the critical path using similar documentation from a previous project schedule of similar scope and type. Describe and apply for a typical project schedule control procedures. Validate contractor's re-baselined schedules based on agreed criteria
• Follow techniques to build and improve upon team performance and results. Set challenging objectives based on assigned responsibilities, measuring progress against set targets. Persevere through problems and obstacles, demonstrating accountability of performance and outcomes. Lead project team by creating a clear project vision, obtaining necessary resources to handle projects including the hiring of employees, contractors, and vendors, and purchasing of necessary equipment as well as allocating applicable decision-making authority and responsibility to team members
• Follow and enhance communication skills. Demonstrate proficient verbal communication skills appropriate to organizational standards. Maintain online platforms for relevance and currency. Participate in meetings and assist in meeting coordination, facilitation and documentation requirements. Interact with direct and indirect reports, corporate personnel, public officials, contractors, customers, and civic organizations on issues including general engineering activities, employee issues, public projects, and project scheduling
• Evaluate projects and identify where change is needed. Seek opportunities for different and innovative approaches for project completion and refocus team members if changes are needed
• Provide technical and engineering assistance to other departments, management, governmental and regulatory agencies, company attorneys, industry groups, and others on matters related to projects and operations, policies, procedures, contracts, material selection, and governmental/regulatory rules, regulations, and activities

Qualifications

• Bachelor's Degree in Engineering or closely related field
• Prior project management experience leading at least one DOT 192/195 regulated pipeline or facility project with a budget exceeding $50 million
• Experience at the PM I level is typically attained with five or more years of experience in engineering, operations and/or project management
• Experience and knowledge of engineering and operations of processing facilities, pipeline and related facility design, construction, operation, and maintenance projects; measurement, regulation, and control facilities; gas‑conditioning, processing, and compressor facilities; pressure vessels and process equipment; controls and monitoring systems
• Experience with all phases of fundamental project management including scoping, estimating, specification, scheduling, contracting and procurement, construction, commissioning and startup, budgeting, financial analyses, and regulatory compliance
• Experience achieving goals and developing employee/team strengths, exhibiting a positive example and influence that leads to employee and project successes
• Experience with project management productivity tools and software
• Experience in coordinating teams from various workgroups, managing relationships with internal and external participants and eliciting cooperation from all resources
• Experience developing information and making presentations to groups and individuals
• Experience researching, composing, preparing, and administering contracts, engineering studies, policies, procedures, reports, and technical correspondence
• Experience reading and interpreting governmental regulations, codes, and standards, manuals, policies, procedures, contracts, specifications, and various reports and correspondence
• Experience interacting, advising, negotiating, and communicating effectively
• Experience in use and function of applications such as: Microsoft required and PROCORE preferred

Skills

• Effective interface with internal and external business partners at all levels, including management, with excellent written and oral interpersonal communication skills
• Description of the major stages of the onshore and offshore project lifecycles. Explanation of how to initiate and organize a project and develop a business case
• Description of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Description of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the major stages, individual stages and the ability to influence at different points of the onshore project management lifecycle
• Identification of the