Project Manager (Mechanical)

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Job Title Project Manager
Salary Range Personal Contract
Depot / Department Major Projects
Section / Team
Reports to (job title) Head of Major Projects
Direct reports (job title(s) Project Officers
Overall Purpose of job
In one sentence, describe the overall purpose of this job.
Project Managers are responsible for the delivery of multiple transmission projects and accountable for the full project lifecycle encompassing scoping, estimating, financial approvals, design, procurement, construction, records and close out of each project.
List the key responsibilities of the job (no more than 5).
Management of Safety for all staff and contractors throughout the project including undertaking Client and principal contractor duties under CDM.
All aspects of engineering and quality for a project, leading a team of engineers to deliver transmission upgrades in full compliance with the requirements of SGN’s safety management framework and ensure assets are constructed to the required standards.
Management of all SCO aspects including PTW and SCO to ensure full compliance with procedure and effective testing and commissioning of projects without risk to operation of the transmission network and customers supplies.
Management of all commercial aspects associated with project delivery including the preparation of contracts, ITT’s, management of contracts, agreement of compensation events, negotiations and financial agreements.
Management of project controls such as programmes, risk management, stakeholder management in accordance with recognised Project Management best practice to ensure consistent delivery of project on time and on budget.
Expertise
Describe what, if any, academic qualifications/certifications are essential in this job?
Degree in relevant engineering discipline or HNC/HND.
IEng or CEng
Describe what technical skills and job knowledge/experience are essential in this job?
Transmission Pipeline design and construction standards (up to 85 bar)
Pressure Reduction and Volumetric Control station Design Standards
Construction techniques and processes for linear pipeline construction
Steel pipeline and pipework Welding Standards, techniques and acceptance criteria
Detailed working knowledge of IGEM standards for transmission pipeline and installation projects.
Non Destructive testing standards, techniques and acceptance criteria. (Radiography , Ultrasonics, MPI, phased array)
Knowledge and techniques for Non open cut installation methodologies such as HDD, Microtunnel, auger bore, pipe jack.
Knowledge and experience of the commissioning and operation of pressure/volumetric control equipment (regulators etc)
Knowledge and experience of the operation of high pressure gas filters, heat exchangers, boiler houses, water bath heaters.
Knowledge and experience of construction techniques associated with reinforced concrete bases.
Managing Environmental surveys, management plans and appropriate mitigations for dealing with sensitive habitats or ecology.
Managing environmental, ecological and historical permissions and licenses for the construction of new assets. Managing the acquisition of planning permission when required for new sites.
Managing Planning applications and permissions for projects
Managing land acquisition and wayleave permissions for new projects.
Managing financial forecasts, accruals, progress reporting for projects
In terms of skills, qualifications, job knowledge and experience, what are the key differences between….
this job and the one above it?,
Project Managers are focused on delivery of a portfolio of projects to ensure the safety, technical and commercial elements are managed with the authority provided by the business. The general manager is responsible for the overall programme of work and the strategic direction of the work programmes. Controlling the overall departmental budgets and managing the workload and resources within this overall budget.
The PM is therefore less experienced overall and is likely to have a less broad range of project experience. The PM is likely to retain a more detailed working technical knowledge of the systems affected by their projects. PM’s will likely retain and maintain full SCO competencies for undertaking work as an authorising engineer where a GM is no longer practicing these skills regularly to retain competency.
this job and the one below it?
Project officers will be focused on delivering the technical and safety content of a limited number of projects. PM’s will have multiple project officers and therefore be managing more aspects at a higher level. PM’s have a broader range of experience than PO’s. PM’s manage the commercial aspects of projects with PO’s generally having limited input to these issues. PM’s will have better skills at managing the project programmes, finances and how these fit within the overall departments budget. Typically PO’s are SCO competent people and some may have AE categorisation for  PTW. PM’s typically would be AE for NRO activities.
Complexity
Generally speaking, are the typical problems encountered in this job ….
Mostly routine, with straightforward, rehearsed/scripted solutions, or
Regularly non-routine / complex, with solutions requiring analysis, experience and knowledge.
Regularly non routine and complex.
Describe a typical problem that the job holder is expected to deal with themselves.
PM’s are expected to manage all technical content of a transmission project such as a PRS upgrade. They will scope, budget, plan, manage design, procure and construct all without input from the general manager.
Pipeline routing for reinforcement. Develop route and procure wayleaves for entire route plotting strategy for overcoming obstacles.
Describe a typical problem that the job holder will need to seek advice on.
Extremely complex projects may require regular input from the GM to assist in the overall strategic direction or commercial strategies.
EG a multi-site pipelines diversion project associated with a roadworks diversion scheme.
Describe a typical problem that the job holder will need to escalate for someone else to deal with.
Complex commercial issues or disputes which exceed authority of the PM.
Novel or unique technical solutions will require the input from the GM and Network
Generally a PM is expected to be the last technical authority for the project and is capable of making all decisions seeking external expert advice from specialist third parties as required.
What is the most difficult aspect of this job?
Managing all the various disciplines, consultants, contractors and creating and executing a project plan to deliver on time and on budget.
Does this job require someone who can think strategically / tactically?
Yes. Essential to the role.
Impact
If the job holder ‘gets things very right, or very wrong’, how far reaching would this be inside SGN?
Very wrong- potential for serious safety breaches resulting in injuries, fatalities and potential prosecutions.
Overspending budgets resulting in significant additional costs to SGN and impact on ability to spend CAPEX in other business areas.
Non delivery of work would result in SGN not meeting the required Network Output Measure required under RIIO PCR.
If the job holder ‘gets things very right, or very wrong’, how far reaching would this be outside SGN?
Non delivery of work would result in SGN not meeting the required Network Output Measure required under RIIO PCR resulting in repercussions with Ofgem.
Very wrong- potential for serious safety breaches resulting in injuries, fatalities and potential prosecutions by the HSE.
To what extent does the job directly contribute to departmental/company objectives?
Delivery output measures as defined under RIIO PCR
Delivers efficient CAPEX expenditure contributing to RAV and growth of business
Delivers CAPEX outperformance contributing to shareholder returns.
What timeframe does this job mainly operate within (ie. does it deal mainly with current, day-to-day issues, or deal regularly with long term change or strategic issues?)
Projects are multi year developments. Minimum two year planning and delivery cycle and part of PCR length investment strategy.
Describe the most impactful decision(s) the job holder will typically make.
Influence
Who does the job holder interact with within the business on a regular basis?
Network Asset Management
SCO Desk
Gas control
Maintenance operations and Pipeline Operations
Network Planning- above and below 7 bar
Finance
Asset Records team
SHE team
TDMG
Procurement
Who does the job holder interact with outside the business on a regular basis?
Design Consultants
Specialist Consultants (HDD, Tunnelling CP etc)
Environmental Consultants and specialists
Cost Consultants (QS, Contractual)
Road Authorities (transport Scotland, Local Authority)
Highways Contractors (diversionary works)
Local Authorities Planning committee
Central Government ( Pipeline planning consents)
Scottish / English Natural Heritage
Historic Environment Scotland
Network Rail
Contractors (mechanical and Civil)
Contractors (E&I)
HSE (PSR notifications and regular scrutiny)
Customers
How does the job holder interact with these stakeholders and to what level?(For example, are they exchanging information, building rapport, enhancing SGN reputation, handling complaints, influencing and persuading, conducting complex negotiations?)
Depending on the complexity of each project this could be simple information exchange. Routinely this is complex influencing and persuading such as agreeing mitigation strategies for environmental constraints or agreeing to changes to enhance the likelihood of successful planning permission applications.
Resource – Who /what are they responsible for?  (Use real numbers, values and examples if possible)
How many, if any, people does the job holder manage / supervise?
Project Manager typically has 5 -6 project officers or engineers reporting. During busy construction periods contract staff and consultants could increase to 15.
If so, describe at what level this management / supervision is undertaken (eg. do they deal with quality control, work allocation and planning, coaching, recruitment, ‘hard’ people management issues such as sickness absence, conduct, capability etc.?)
PM’s are responsible for the day to day management of all aspects of their teams work as well as the administrative responsibilities. PM are responsible for supervising there teams work, coach and development, formal checks of technical work. PM’s get involved in the recruitment of project officers and agency support staff as required. Manage all sickness absence and with support manage the remaining people management issues.
What value budget does the job holder set, manage or spend?
Budgets vary depending on the cycles of projects but PM’s can be responsible for £4M to £10M per annum expenditure.
What assets / equipment does the job holder manage or control?
For the duration of projects the PM will be responsible for the un-commissioned asset or the decommissioned assets which are being upgraded. This typically could be a cross country pipeline or an pressure reduction station. Once commissioned these are handed on to maintenance operations for day to day activities and Network for overall management responsibilities.
What level of projects does the job holder manage or control?
AS above the PM is responsible for significant projects as part of RIIO capex investment strategy. These can range from simple stream replacements at £250k to large reinforcement pipelines with a value of £10M. In extremes they may be responsible for project of £10-£20million.