petroleum engineer

accountant

landman

geologist

data entry clerk

Devon Energy

• Involved in gathering business requirements, helped in creating Functional Spec document and created Technical Spec/data mapping documents.
• Build ETL mappings to pull data from SAP Sources, OHD(Open Hub Destination), SQL Server, Oracle, flat files to SQL server target database.
• Designed and developed mappings with optimal performance using Aggregator, Java, Joiner, Normalizer, Rank, Sequence Generator, SQL, Un-Cached & various kinds of Cached Lookup , Connected-Unconnected-Source Target pre and post load Stored Procedure Transformations ,Update Strategy , Union, XML Transformations ,etc.
• Extensive experience in mappings which include pulling data from SAP R/3, ECC sources and generating, installing ABAP program for these mappings.
• Hands on experience in creating SAP ECC transport requests for the mapping including ABAP programs.
• Extensive experience in using SAP GUI for windows and using transaction codes SE09, SE80 etc. and create Work bench requests for the ECC transport request.
• Used Normalizer Transformation to normalize data from COBOL sources and used Aggregators to De-normalize records to create one record.
• Implemented SCD methodology including Type 1, Type 2 changes to keep track of historical data.
• Used Devon home grown tool Devon ABC(Audit, Balance, control) for audit process including storing the parameter values, Event and Process Management.
• Devon ABC is used to override mapping parameter, mapping Variables, Workflow Variables, Session Parameters, Ftp Session Parameters and Source-Target Application Connection parameters.
• Extensive experience in using the Devon Data Manager for business users or some one without technological knowledge to trigger the Adhoc informatica workflows/Tidal jobs.
• Extensively used pre-session and post-session variable assignment for simulating multithreading scenarios for Load balancing and performance improvement.
• Edited different kinds of Partition points and Created partitions to improve performance by activating multiple Transformation Threads for optimal use of system resources.
• Extensive experience with Tidal Enterprise scheduler(Tidal 6.0) to create Tidal jobs for the informatica workflows to schedule the Daily Loads, Weekly Loads, Quarterly Loads and Adhoc Loads using Incremental Loading Strategy.
• Monitored the jobs daily and involved in production support including immediate fixes for the production job failures.
• Documented test case scenario’s and test plans data for the mappings developed.

What is the best part of working at the company?
 Had an 8 on 6 off schedule. That’s literally it. Benefits were okay. 401k match was better than most. 

What is the most stressful part about working at the company?
Fighting with problems other companies found solutions to over a decade prior and then being unwilling to listen and try it. Management, engineering, and upper management have lost sense of how things are and what the normal employees day looks like. So a lot of management decisions are being made from a place of ignorance and arrogance.

What is the work environment and culture like at the company?
Stressful. Running all day long like everything is an emergency fire that needs put out immediately while management refuses to make minor changes to alleviate that. Culture would best be described as a vipers pit. Have to be extremely careful who you talk to and what you say. They are monitoring key words via teams. A lot of people getting promoted who were caught up in things that should have saw them let go. 

What is a typical day like for you at the company?
A mental slog. Constantly battling problems other companies found solutions to years ago. This is becoming a problem in all companies. So much technology that it’s making just doing basic task more difficult and less efficient. Constant battle with programs and equipment that is subpar.

A typical work day was 8-5 Monday through Friday with much work to keep busy.  The position interacted with other departments including marketing/scheduling, engineering, regulatory, and division order departments.

I learned how to allocated back sales and costs from down sales from multiple purchasers to upstream fields, central delivery points, and ultimately wells.  I also learned a lot about moving natural gas in pipelines from Montana through Canada to the Great Lakes regions.

Management was clear about vision of the company and encouraged me to challenge myself.

My co-workers were friendly and kind.  They had a strong work ethic balanced by personal interests.

The hardest part of my job was to clear up the clearing accounts which should be $0.00 after revenue distributions were made.  Through this process, I was able to locate over $600,000.00 of missing/underpaid revenues and worked with my supervisor to get the revenues in house.

The most enjoyable part of my job was working with the marketing/scheduling department to find out what was sold at what point downstream to whom.

What is the best part of working at the company?
Industry leading technology and innovative philosophies and designs.     Top notch  guys that i worked with at the Central Processing Facilities.      Tip my hat to those fine gentlemen! 

What is the most stressful part about working at the company?
When storms came thru and caused outages with cygnet and other operating systems.    The number of wells associated with each respective CPF facility would start shutting in within 30 minutes to an hour of facility going down.   If the   computers and/or connections were down a single person had his hands full trying to bring the four cpf's back on line, without shutting portions of the field in.    

What is the work environment and culture like at the company?
Safety oriented.    Team oriented.   High degree of accountability.    Everyone did their part.    No slackers.

What is a typical day like for you at the company?
Show up, scan computer system and monitoring data of all 4 CPF's.    Do multiple walk thru's of each facility through out shift.    Make needed adjustments to equipment as needed.    Make repairs if needed.    Monitor, monitor, monitor.    
Make a single drive thru check of 3 salt water disposal sometime during the shift, looking for leaks, issues, etc.

This company provided excellent benefits, concern for the environment and raised money for the local United Way by holding events like lunches, clay shooting and auctions matching what was raised locally.  They also held family oriented events throughout the year.

I had the opportunity to advance in work responsibilities throughout my time with the company.  They offered on-site and computer based courses and encouraged their employees to participate in advancing their education.

Individuals and vendors were held responsible for safety in everything they did in their work environments. The company held training events on-site and took that training out to the vendors locations.  There were strict policies in place that were to be followed in everything that was done on a daily basis.  They also had a rating system in place for their vendors, which encouraged safety and alerted companies that needed to improve their standards if they wanted to continue to be considered for work with the company.

In the oil and gas industry, IT is looked at more as a cost center than a value add. While that view is changing slowly, it's still not that uncommon to hear "you don't need a computer to get oil out of the ground." 

Overall, devon is a good company, and pays really well. There is a shortage of developers there as the business doesn't have a good understanding of the amount of time and effort that goes into software development. The company is in a constant state of flux, which makes it difficult to drive toward any sort of vision or long term plan. In some areas, there is way too much red tape, politics, and an excessive amount of procedures to navigate. In other areas, it's clear that processes are not in place at all and need to be established. 

To make things more complicated, devon is struggling with the transition from waterfall to agile methodology. In order for agile to be successful, the company will have to embrace a culture change, which is challenging in any corporate environment.

The company has always been top heavy. I had very little idea where my up line existed. After the company failed to manage a decline in oil prices despite having hedges in place that sheltered them from price fallout immediately, they laid off about 25% of their workforce. They let everyone know 6 months in advance that they were coming then handed out pink slips without rhyme or reason. Immediately after they began a large field structure change where most people’s job assignments were changed or moved into different positions. No one was asked, they were told. I was moved into a new position that had an additional 1.5 hour commute each way unpaid and pushed to work 12-14 hour days. No appreciation was ever extended but reprimands were in no shortage. This. Company, at least in NM,, is being operated by the least qualified management team I have ever been unfortunate to work for. If this is not a last resort for you, seek employment elsewhere

Working as a contract inspector in my key rule, a typical day would consist of going or spread sheets to prioritize jobs by government due dates. Coordinate contractors work load. Coordinate contractor bids. Estimate projects for engineers to create WBS/AFE for projects. Stop by crews go over job scope and safety. Phone or field meetings with BLM and State inspectors. Complete daily reports email reports. Work place as a contractor very fast passed. My supervisor was up to speed at tried to create a good work culture for the group. Hardest part of job was driving in high traffic area lots of miles and wear on personal vehicles. Best part of my job was reclamation, reclaiming old locations back to natural land contour and seeing vegetation return. Learning curve for me was timing of planting due to desert environment. Learned a lot in respect to battery removal.

This is the only company I ever worked at where I saw a manager scream, curse, and throw chairs in meetings and get rewarded!  Managers will invite their own team members to give presentations and then tear the team member to pieces in front of other managers.  That kind of behavior is honored at Devon with promotions and job stability.  
Don't expect work/life balance unless you consider all work a nice balance.  

When oil prices falter, the executive team will gather everyone to meetings and reassure employees that the company has plenty of cash and everyone will be fine.  Meanwhile, HR is ordering thousands of empty boxes for the pending layoffs.   The executives at the top will lie to your face because they know they will be fine.  The company preaches 'Devon values' but does live up to them.
  

Devon Energy gave me my first landjob being a Landman. I started off not knowing a thing about the industry and I was trained thoroughly within 3 months to run basic mineral title. By the time I left (1 year or so) I could complete drill site title with little to no help. I would not have been able to do the amount and quality of work without the training they gave me. Everyone was very nice at the office and willing to help. Job security is above average with Devon and their brokers but it is still the oil and gas industry and if you have ever worked in the field then you know it is volatile. The culture is cut-throat due to the money at steak. Although they are nice at the office I would not want to make anyone's life harder that is above me for fear of losing a contract. That aspect of the job is just about the same wherever you go.

Top Job Titles	Average Salary
Petroleum engineer 4 salaries reported	$121,250 per year
Accountant 4 salaries reported	$87,375 per year
Landman 3 salaries reported	$102,800 per year
Geologist 3 salaries reported	$130,667 per year
Data entry clerk 1 salary reported	$25.00 per hour

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