Project Scheduler
Job description
Project Scheduler at Mariana Minerals.
About the role
Project scheduling governs engineering, procurement, construction, and commissioning execution. Stakeholders receive schedule findings from the role.
Software engineers turn product ideas into working code. Engineers work in small teams, review each other's work, and ship in small batches. Most teams follow agile practices such as sprints and daily standups. Engineers also write tests, fix bugs, and improve performance. The field values clear communication as much as technical skill. Engineers spend part of every week on planning, code review, and debugging, not just writing new code. The ability to explain a technical decision in plain words separates strong engineers from the rest.
Key facts
What you'll do
Project scope, execution strategy, and milestones define baseline schedules that set delivery targets.
Field data and contractor inputs update project progress and current execution status to reflect schedule performance.
Critical path analysis exposes schedule risks, delays, and recovery options that guide project recovery actions.
Engineering, procurement, construction, commissioning, and operations teams align schedules through coordination.
Executive-level reviews receive schedule performance reports and key performance indicators.
Schedule variances drive mitigation or recovery recommendations that keep projects on track.
Company procedures and AACE recommended practices structure schedules for auditability and consistency.
Earned value management (EVM) supports integrated cost and schedule reporting where it applies to financial control.
Schedule uncertainty and available options feed risk assessments and scenario analyses that project decisions use.
Requirements
Engineering, Construction Management, Business, or a related field bachelor's degree is required.
Industrial, mining, energy, oil & gas, or infrastructure project scheduling experience of at least 5 years is required.
Primavera P6 proficiency is required for building, updating, and validating detailed schedules.
CPM scheduling techniques and project controls principles knowledge is required for effective analysis.
AACE, PMI, and EPC project execution methodologies familiarity is required to follow best practices.
Strong analytical, communication, and organizational skills are required to manage complex project information.
Practical notes
The role is based in Houston, TX and includes collaboration with a cross-functional project team.
Typical interview steps
Hiring for engineering roles usually starts with a recruiter screen, followed by one or two technical rounds. Candidates often solve a coding problem, discuss past projects, and answer system design questions. Some loops include a take-home task. Final rounds typically cover team fit and give candidates a chance to ask questions. Interviewers look for how you break down an unfamiliar problem, not just whether you reach the answer. Practicing a few problems aloud and reviewing your own past projects are the best preparation.
Good to know
Project controls professionals in mining and energy often use Primavera P6 for detailed scheduling and risk analysis.
Schedule performance indicators and earned value management help teams track progress and forecast outcomes.
Cross-functional coordination is common for projects that span engineering, procurement, construction, and operations.
Methodologies from AACE and PMI, along with EPC practices, guide consistent planning and risk management.
Analytical thinking, clear communication, and structured problem solving support effective project schedule management.
Questions to ask
Useful questions for the interview: what a typical week looks like, how work is assigned, what tools the team uses, and how feedback works. Asking how the role has changed recently and what the team wishes it had known when joining is also reasonable. Questions about the manager's priorities are especially valued.
Career growth
Engineering careers usually progress from individual contributor to senior, staff, and principal levels. Some engineers move into management and lead teams of five to twenty people. Others stay on the technical track. Growth follows demonstrated impact, not tenure alone. A typical engineering ladder has clear levels with defined expectations for scope, quality, and mentorship. Moving up usually requires owning outcomes end to end rather than completing assigned tickets.