1.

Project Execution: Change Management through PCN's (Section

Lead)
Understand of the budget and schedule for the scope of work that your Section is responsible for on a
per Tag or Work Package / MR basis and recognize the need, and subsequently approve RE generated
PCN’s for any/all scope, schedule, efficiency and duration changes. Generally no changes to the original
estimate basis shall be taken without Projects agreement and understanding of the implications (man-
hours, cost and schedule as applicable). PCN’s for a given Equipment Tag or Work Package/MR shall, at
the end of project execution, account for any difference between the original man-hour estimate and
final, expended man-hours.

2. Training and Development: Section Specific Equipment Training

Attend a minimum of two (2) Supplier, Section Specific technical training sessions.

3. QHSES: Support of Operational Values: Safety Moments

Support MOV's (McDermott Operation Values), recognizing all safety rules and regulations, fully
supporting and participating in the McDermott safety culture by generating a minimum of four (one per
month) “Safety Moments” and filing them in the department H drive: “H:\DEPT.\HEM\Safety Moments",
identifying file names with your name and the date when generated. Strive to be unique, concise and
include pictures, diagrams, and color on a single page if possible.

4. Project Execution: Change Management through PCN's (RE)

Understand of the budget and schedule for the scope of work you are responsible for on a per Tag or
Work Package / MR basis and recognize the need, and subsequently generate PCN’s for any/all scope,
schedule, efficiency and duration changes. Generally no changes to the original estimate basis shall be
taken without Projects agreement and understanding of the implications (man-hours, cost and schedule
as applicable). PCN’s for a given Equipment Tag or Work Package/MR shall, at the end of project
execution, account for any difference between the original man-hour estimate and final, expended man-
hours.

5. Project Execution: Contract Review: RE and Section Lead

Requirements
Support the development of a formal Contract Review Report within 4 weeks of the Project Kick Off.
Report shall clearly identify all documents that that have been reviewed, discrepancies or deviations
from the Estimate Basis, any conflicting requirements and any items/issues that require further
explanation or clarification. An action item list shall to be developed, formally issued in EDM system to
the PEM and actively expedited to establish a clear project execution strategy/basis as early as possible.
 6. Project Execution: Timesheet Management
Diligently manage timesheet to ensure correct reporting of Timesheet charges. For Project charges
ensure timesheets entries have the appropriate Cost Code (Code of Account); adding as many line
entries as necessary to ensure charges are allocated correct. I understand that in doing so I am
providing valuable feedback and end of job metrics to management that can be used to help
management current project and to help man-hour estimates for future projects. Objective: no more
than 1 timesheet correction per quarter.

7. Project Execution: Project Deliverables Management and

Tracking (Leads)
Proactively track and expedited issues that prevent the on-time delivery of Project Deliverables, keeping
Functional Management (Section Supervisor and Department Managers) fully appraised of the situation.

8. Operational Strategy: Mexico Office Development Support

Integration of Mexican Office into our Work Processes. Support and provide input as/when requested.

9. Operational Strategy: Integration Management Support

Involvement in the development of the new Integrated Management Systems. Support and provide
input as/when requested.

10. Operational Management: HR Compass Management

Keep your HR Compass Talent Profile as well as your corporate resume, updated with all applicable new
projects, skills, certifications, etc. Update both documents at minimum once per quarter.