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The Sr. Scheduler, TAR is responsible for building, maintaining, optimizing, and controlling the integrated turnaround execution schedule across all levels of the schedule hierarchy — from the Level 1 Milestone Schedule through the Level 3 Integrated Schedule — ensuring all TAR activities are logic-tied, resource-loaded, and sequenced for maximum efficiency, minimum duration, and safe execution.

Safety Leadership

• Demonstrate proactive safety leadership to the TAR team.

Schedule Development & Build

• Develop the turnaround master schedule using P6 or equivalent scheduling software, including critical path, float analysis, and resource leveling.
• Create the P6 project with a WBS structure aligned to the Cost Breakdown Structure (CBS) and the TAR Systemization Plan.
• Import work pack activities from STO into P6 via the P6 Sync API service that transfers work package activities, calendar assignments, activity relationships, and activity codes.
• Assign calendars — define shift patterns (12-hour shifts, day/night, critical path vs. auxiliary) within Primavera P6.
• Add and verify logic ties — supplement and validate Finish-to-Start, Start-to-Start, Finish-to-Finish, and Start-to-Finish relationships between all activities.
• Add operational activities into the integrated schedule — including rundown, purge, decontamination, isolation, ramp-up, PSSR, commissioning, and startup sequences — in coordination with Operations.

Resource Loading & Leveling

• Resource-load all Level 3 schedule activities — assigning craft codes and hours per activity.
• Generate resource histograms by craft from P6 to identify peaks and over-allocations.
• Resolve over-allocations by adjusting sequence (using float), splitting activities, adjusting crew sizes, or adding shifts — then re-run the CPM calculation to confirm no critical path impact.
• Produce the final resource histogram for Steering Committee review and approval.

Critical Path Management

• Run the CPM calculation in Primavera P6 to identify the critical path and near-critical paths, then validate with the TAR team.
• For RGLNG, ensure that the primary driver for the turnaround frequency — the turbo compressor inspections, which are also identified as the critical path determining the duration of each turnaround — is managed proactively.
• Conduct daily CP status reviews in the daily TAR meeting during execution.
• Produce a CP look-ahead daily during execution.
• Identify CP variance in real-time and develop a CP recovery plan.
• Escalate to the Steering Committee immediately if cumulative CP slippage exceeds 1 day.

Schedule Optimization

• Conduct a schedule optimization workshop during Phase 4 (Develop), after the initial schedule build and before baselining.
• Apply optimization techniques including: line-by-line review to validate durations; crew augmentation to reduce CP activity duration; shift pattern optimization (moving CP work to 24/7, auxiliary to day shift only); pre-TAR work maximization (scaffolding, staging, prefab before shutdown); post-TAR work shift for non-essential finishing work; parallel execution of independent paths; method changes (in-situ repair vs. removal); scope combination to reduce isolations/permits; and 3D model/SIMOPS review to validate access and concurrent work.

SIMOPS Management

• Identify all activities occurring in the same physical area at the same time, assess SIMOPS risks (crane lifts, hot work, confined space entry, scaffolding, blasting), apply separation rules, document conflicts and resolutions in the schedule notes, and validate with the 3D plant model where available.

Schedule Baseline & Change Control

• Establish the schedule baseline at the end of Phase 4 after all work packs are Level 4 (Locked), schedule optimization is complete, SIMOPS review is complete, resources are loaded and levelled, and the Manager, TARs and Steering Committee have approved.
• Capture baseline metrics including: total planned duration (gas-out to gas-in), critical path duration, total planned labor hours, total number of activities, peak headcount, and planned S-Curve.
• After baseline, manage schedule changes through documentation in (Schedule Variance Report) if variance exceeds 4 hours on the critical path, and coordinate if the change is scope-driven.

Progress Tracking & Reporting (Execution)

• Track and report schedule progress; manage deviations, re-sequencing, and schedule recovery actions.
• Execute the daily progress update process: receive night shift progress reports, update P6 with actuals, generate the daily schedule report, and support the daily TAR meetings. Repeat for night shift — receive day shift progress, update P6, and produce the overnight look-ahead.
• Measure progress using physical percent complete (by activity, estimated by Discipline Lead), milestones (binary complete/not complete), and earned hours (planned hours × % complete vs. actual hours for productivity measurement).
• Produce the following reports per cadence:
• Daily Schedule Report — CP status, look-ahead, variances, recovery actions
• S-Curve (planned vs. actual) — cumulative labor hours: planned, earned, actual
• Resource Report — actual headcount vs. planned; productivity factors
• Schedule Variance Report — daily for CP items, weekly for all items — including variance analysis, root cause, and recovery plan
• Steering Committee Schedule Report — duration forecast, CP status, risk items

Schedule Recovery Planning

• Initiate recovery actions when triggers are met.
• Apply recovery techniques including increasing crew size on CP activities, extending shift hours (with fatigue management approval), adding a third shift for CP work, re-sequencing non-CP work to free resources for CP, method changes to reduce remaining duration, and accelerating logistics (expedite materials, stage closer).

Stakeholder Coordination

• Coordinate with Discipline Leads (Mechanical, E&I, Process) to validate durations, sequencing, and resource requirements.
• Stakeholder in the development, implementation and ongoing support of the Integrated Activity Planning & Scheduling process for RGLNG.

Closeout & Continuous Improvement

• During Phase 7 (Closeout), perform final schedule analysis (actual vs. baseline) and contribute schedule lessons learned to the After Action Review (AAR).

Basic Requirements:

• 5+ years in turnaround scheduling in LNG, Oil & Gas, or Petrochemical industries.
• Demonstrated advanced proficiency in Primavera P6, including CPM calculation, resource loading/leveling, baseline management, and multi-calendar scheduling.
• Experience with SAP PM integration and STO (Shutdown/Turnaround/Outage) scheduling systems (e.g., Prometheus STO P6 Sync).
• Proven experience managing integrated execution schedules for large-scale turnaround events (300+ personnel, 1,000+ activities).
• Experience in schedule optimization workshops and critical

• Exceptional working knowledge of CMMS systems (SAP or Similar).
• Proficiency in critical path methodology, resource loading, and earned value management.
• Competent at interpreting Engineering Drawings and Documentation i.e. P&ID, ISO, GA, etc.
• Advanced proficiency in S-Curve generation, schedule variance analysis, and productivity reporting (Power BI / Excel dashboards).
• Strong understanding of SIMOPS management, shift scheduling, and fatigue management principles.
• Excellent communication skills — ability to present schedule status, variances, and recovery plans clearly to senior leadership and the Steering Committee.
• Knowledge of schedule hierarchy concepts (Level 1–4) and WBS design principles.

Preferred Requirements:

• Bachelor's degree or equivalent industry experience. Technical degree or NCCER certification preferred.
• Primavera P6 certification or demonstrated advanced