James Harris is a Chevron employee with over 35 years of experience in oil and gas operations and leadership roles. He currently serves as the Reliability Team Leader on the Alba platform, where he oversees maintenance activities and ensures safe and compliant work. Prior to this role, Harris held positions as a scheduler coordinator, turnaround team lead, and turnaround coordinator, gaining extensive experience planning maintenance operations and turnarounds. He has a background in refinery operations, engineering, and project management across various international locations.

1. James L Harris
Morawel · Hillfoot Terrace Gourdon · Montrose Angus · Scotland DD10 0LF
T· +44 1561 361922 M· 07775925997 E· jamesharris@chevron.com
Profile:
I am a Chevron employee with over 35 years of experience in the oil/gas sector. I
spent 18 years in refinery operations, complemented by 12 years of leadership
experience in Planning, Superintendent and Engineering roles (domestic and
international projects) and most recently TAR leadership and an offshore RTL
(Reliability team leader).
Skills:
 Held various roles as a Maintenance Supervisor onshore and offshore. Knowledge and
understanding of Oil & Gas Engineering and project management operations and the
planning and coordinating of multi-layer activities to achieve project objectives.
 Excellent communication, interpersonal and organizational skills backed by extensive
international experience coordinating with multiple groups including engineering,
operations, safety, contractors, vendors, joint venture partners and stakeholders
 Highly competent in multiple areas of project execution and administration including
planning, scheduling, forecasting, budgeting, reporting (i.e. CAPEX, operations,
engineering) and cost control.
 A team player with good interpersonal skills and the ability to relate well at all levels of
an organization.
 Computer literate with particular experience in a range of software including
SAP,Vista/Windows 2007/NT/XP Excel, Word, Powerpoint, Visio, MS Project,
Primevera P3e/c basic & advanced, Pertmaster Risk Analysis and CostManager.
Career History:
Chevron (inc. Chevron Texaco and Texaco) Aug 1980 – Present
Alba Reliability Team Lead June 2012- Present
I have carried out the gap week since June 2012, the responsibility includes e-PMP for
one shift and this started in Jan 2013. I have carried out the responsibilities of the RTL
on Alba platform and my duties include the following:
 Over the last 24 months supervise the ANP’s multi discipline maintenance team, in safe
execution of all tasks. This has included a Solar engine change out, mechanical seal
change on a water injection pump and a major overhaul of an air compressor.
 Prioritise the work according to plant availability and resource availability but following
Surface Equipment Reliability and Integrity Process (SERIP) Principles for prioritising
work.
 Participate in meetings offshore and onshore when required.
 Carry out the role of Area Authority for electronic permit review and issue.
 Supervise vendor’s specialists & transient maintenance personnel whilst they are
offshore, making sure that the designated work scope is carried out safely and to the
work scope procedure.
 Ensuring that safety critical work orders are compliant; if not, a relevant risk
assessment is in place to cover the deficiency.
 Facilitate the Management of Change (MOC) process and check forms have been
correctly filled out before forwarding onto the correct personnel.
 Carried out the RTLs responsibilities during a platform emergency or emergency drill.
 Taking responsibility to ensure that the Technicians complete their area ownership
duties on a weekly basis. Also completing RTL’s active monitoring tasks during each
trip.
 Carry out incident investigations as required.
 Also supervised the 6 man construction team which carry out small modifications and
pipework changeouts.

2. Chevron Upstream Europe - Aberdeen, Scotland Oct 2010 – Present
Alba Scheduler Co-ordinator
The scheduler co-ordinator position takes ownership of a range of processes in the
Chevron SERIP (Surface Equipment Reliability and Integrity Process). I am responsible
for all platform equipment and monitoring all schedules which aides’ operation optimal
efficiency.
The position is an integral member of the reliability team, ensuring the smooth
operation maintenance process, and the custodian of the CMMS system on Alba
platform.
The key roles for the schedule co-ordinator are listed below:
 Owner of the 7 day maintenance plan, schedule, coordinate & execute across all
disciplines that are on the platform.
 Coordinate and priorities maintenance group activities and other groups when
appropriate.
 Provide guidance and leadership to Operations / Maintenance team including onboard
vendors; ensuring that vendors work is closed out and documented.
 Review data on projected work orders and advise on level of technician/vendors
required.
 Assist with defining and planning work scopes for turnarounds/slowdowns and
equipment outages.
 Stand-in cover for the Reliability Team Leader.
 Review backlog reports to priorities work orders, routinely check for out of complaint
work orders and advice for the correct action to be taken.
Chevron Upstream Europe - Aberdeen, Scotland Oct 2009 – Oct 2010
Captain Turnaround Team Lead
The turnaround lead is responsible for providing project management throughout the
gated process Chevron employs Initiative for Managing PACesetter Turnarounds
(IMPACT Process). Develop the correct level of work scopes which can be executed
incident free. Develop an integrated plan that can be carried out as a single event.
Responsible for meeting or exceeding stretch targets on budgets and schedules, that
would be allocated for the designated turnaround. Supervise the direct reports and
monitor of the part-time members of the TAR team and the deliverables they have to
complete.
The key roles for TAR team lead are listed below:
 Proficient in the IMPACT process and schedule deliverables.
 Develop an IMPACT Roadmap/Milestone schedule, KPIs and other IMPACT tools
that will be used in the process.
 Develop the turnaround frame document and update for each gate of the IMPACT
process, for the decision review board (DRB) review and approval. Ensure all
stakeholders are engaged in the turnaround process and that they are fully informed of
the progress and changes.
 Ensure the turnaround scope meets all the business asset and CUE requirements.
Develop the budget for future years and continue to monitor the present years spend
against budget.
 Facilitate the preparation and lead the team during development and execution of the
turnaround.
 Schedule and complete all audits, reviews and workshops as specified in the IMPACT
phases.
 Deliver opportunities for improved safety, cost reduction and schedule improvement
whenever possible.

3.  Co-ordinate and participate in turnaround detailed planning and risk management
activities.
 Monitor turnaround progress, maintain risk management planning and take corrective
action where necessary.
 Ensure all pre-turnaround work is completed prior to the start of IMPACT phase 6. Act
as offshore turnaround leader once shutdown commences and ensure that the plan is
being adhered to.
 Co-ordinate information exchange from best practice teams and lessons learned from
other turnarounds. Conduct lessons learnt workshop after the turnaround has been
completed.
 Actively seek methods of reducing the planned turnarounds within CUE, work closely
with the asset to identify potential areas of improvement. Interface with Planning,
Assets Production Engineers, MRI Engineers, Drilling, Subsea, and Reliability to
develop work scope fit for purpose.
Chevron Upstream Europe - Aberdeen, Scotland Jan 2007 – Oct 2009
Alba Turnaround Coordinator
The main role as the turnaround coordinator for the Alba platform consists of upfront
planning of the Maintenance activities. I analyse SAP for the appropriate work scope,
coordinating the Engineering activities that fit within the TAR strategy for inclusion into
that year’s TAR.
Chevron uses a gated project approach for the management of offshore turnarounds.
The process is called Initiative for Managing PACesetter Turnarounds (IMPACT
Process); this process is the template for the management of the turnaround and sets
out the major milestones i.e. risk, lessons learnt, major planning optimization and peer
review meetings and workshops which are held throughout the 12 months before the
turnaround. The major deliverables are met using a high level IMPACT road map.
My position is the key focal point with offshore for liaising with the offshore teams
during the planning and execution phases of the turnaround. Prepare maintenance and
system work packs, and ownership of the turnaround integrated work list, complete
associated P&ID’s and work packs.
Management of the turnaround budget is also part of my duties, preparation for the
forthcoming yearly budget fits into the annual corporate budget submission.
The key roles for Alba Turnaround Coordinator are listed below:
 Own the integrated turnaround work list and ensure that the content reflects the
business plan and the turnaround frame. Safety management awareness for the
vendors that will be used in the turnaround.
 Produce and maintain the turnaround budget with regular update reports sent to
management and partners.
 Progress reports and ‘S’ curves sent out daily with the turnaround report, throughout
the execution period.
 Responsible for identifying the turnaround maintenance scope for inclusion into the
turnaround. Tracking long lead materials so they fit into the submission period.
 Organize turnaround planning, risk management and peer review workshops/meetings.
 Own the turnaround plan and be the focal point offshore whilst the turnaround is being
carried out.
 Focal point for the engineering team, maintenance teams and key vendors ensuring
that they are clear on the key milestones, schedules and deliverables to meet the
IMPACT process.
 Ensure that quality reviews of all engineering/Maintenance/vendor work packs are
completed in line with the IMPACT schedule.
 Provide an additional level of quality control to the engineering/capital project/vendor
work packs. Attend all engineering constructability review meetings with TAR content.

4.  Responsible for the preparation of the Maintenance work packs, and also the asset
system work packs.
 Responsible for development of a leak reduction process (Flange Management)
 Liaise with the offshore leadership team and system owners on turnaround issues and
scope.
Chevron Upstream Europe - Aberdeen, Scotland Jan 2006 – Jan 2007
Senior CUE Turnaround Planner
Reporting to the Planning manager and the Asset manager; working cross asset but
predominately for the Alba north platform, 2006 turnaround.
 A dual role consisting of developing planning protocols and procedures for CUE
business unit when conducting turnarounds for the upstream offshore assets. This
process being developed has a gated approach similar to a project development and
execution process.
 This tool is being developed from a downstream model which actively involved in the
developing.
 The planning/coordination role has developed from refinery background and consists of
checking maintenance and engineering work packs, developing a frozen work scope
and challenging work orders that could be done outside the turnaround.
 The Primavera P3/e integrated turnaround plan; resourced, leveled & reported is still
under my jurisdiction, with a recent success on the Alba 2006 Turnaround being
brought back into production 36hrs ahead of a planned fourteen day outage.
Chevron Canada Resources Calgary, Alberta 2004 – 2006
(division of Chevron Texaco),
Lead Planning and Scheduling Engineer
r forecasting, Planning and scheduling related to Subsurface, GBS (Gravity
Based Structure), Topside, Safety, Operations, Business and Stakeholder groups.
Responsibilities included:
 Coordinated with dedicated teams of Engineers from all groups (i.e. Mechanical, Civil,
Structural, Electrical, Instrumentation, GeoTechnical, IT, Communications)
 Built integrated plans for the $4Bn Hebron Project (Newfoundland & Labrador)
complete with cost and work break downs for all seven groups
 Coordinating and communicating with management from Subsurface, GBS, Topside,
Safety, Operations, Business and Stakeholder (internal/external) groups
Chevron Texaco – Aksi Kazakhstan 2000 - 2004
Budget Planning and Cost Control Superintendent – Karachaganak Project
d Chevron Texaco involving process equipment upgrades (i.e. compressors,
control valves, piping, cyclones), waste management (storage, incineration),
compressor installation, road construction, pipeline installation, dam installations and
community upgrades.
 Reported to the Engineering Manager; responsible for engineering budgets, cost
control, materials/procurement tracking, project scheduling, estimating, contract pre-
qualifications and allocation of projects
 Interviewed, selected, hired, supervised, scheduled and coordinated up to 22 personnel
(Planners, Schedulers, Cost Controllers, Estimators, Coordinators)
 Forecast, prepared and submitted CAPEX, operating and engineering budgets for all
projects; prepared and issued AFE’s for projects in excess of $10M
Major Projects involved with include -
 (2) Dam Projects - $20M USD projects involving installation, modifications and
maintenance to water dams
 (4) Road Construction Projects - $40M USD contracts involving design and

5. construction of materials, call-up contracts and monitoring of all contracts
 Waste Management Project - $120M USD project involving installation of settling
ponds, (2) incinerators, substations, mud plant and storage facilities
 Compressor Installation - $70M USD installation of Bocig compressor; coordinated
scheduling of each phase with vendors from Germany, U.K., Switzerland and Russia
Education and Training:
Pembrokeshire Technical College, Wales 1998
- HNC Mechanical Manufacturing Engineering Degree
Neyland Technical College, Wales 1984
- Tool Making and Machining Diploma (Advanced City & Guilds Certification)
Training Courses attended
SAP CMMS SERIP Boot Camp
Primevera Software Training Offshore survival
H2S Awareness Pertmaster schedule risk analysis
Project Management Supervisory Skills Workshop
Supervisor Essentials Workshop
Leadership Training (numerous company seminars and workshops)
Personal details;
Date of Birth: 4th July 1964
Interests: Cycling, Hiking, Local History, Skiing, Rugby and travel with experience in
traveling in Canada, U.S., U.K, Europe, Asia, Middle East, Cuba