Senior Engineering Manager, Project Controls

CHEP helps move more goods to more people, in more places than any other organization on earth via our 300 million pallets, crates and containers. We employ 11,000 people and operate in more than 55 countries. Through our pioneering and sustainable share-and-reuse business model, the world’s biggest brands trust us to help them transport their goods more efficiently, safely and with less environmental impact. 

What does that mean for you? You’ll join an international organization big enough to take you anywhere, and small enough to get you there sooner. You’ll help change how goods get to market and contribute to global sustainability. You’ll be empowered to bring your authentic self to work and be surrounded by diverse and driven professionals. And you can maximize your work-life balance and flexibility through our Hybrid Work Model.

Job Description

The major accountability for the Senior Engineering Manager for Project Controls will is create and manage the proven practices, systems and tools that provide reliable data regarding cost, schedule and risks to project teams, operations, and leadership, while enabling project engineers to improve delivery of projects on time, on budget, and the desired project results. 

Key accountabilities are as follows:

1. Facilitate discussions between integrated project team members (all stakeholders) to gain alignment on project objectives and the best path forward for a safe and successful project. This would include establishing gate review process for all projects both before funding approval and throughout the life cycle of the project.   

2. Implement a project change management process for all areas that allow a clear breakdown of project impacts in a manner that can be reviewed, challenged, and approved/rejected as needed by leadership.

3. Facilitate in the development of project costing. Ensure project costs accurately address project objectives and include appropriate risk and schedule-based assumptions.

4. Facilitate risk discussions as they relate to projects and operations. Ensure all risks are relevant, timely and accurate and are included in project development and execution decisions. Included in this process are early risk development sessions and frequent risk update sessions with the entire project team.

5. Facilitate and monitor project schedule development. Included with this process are early team integration sessions followed by regular progression and update sessions in each stage of a project as required.

6. Implement and adjust a document control system as needed to continually monitor and report all facets of a successful project: drawings, specifications, contracts, agreements, estimates, RFIs, FATs, commissioning, qualification, progress photos, issues and other custom forms as needed.

7. Implement and train the team in successful tools to monitor cost, schedule, risk, contractor performance, and project objective completion.

8. In partnership with TSMs develop a comprehensive pre-commissioning and handover process with specific deliverables, documentation, and clear ownership by engineering, operations, or TSMs. 

9. Overall development of core project control capabilities through audits and the oversight of key team members as related to cost (estimates & forecasting), schedule (resource and earned value) and risk (cost and schedule). Depending on the contracting strategy for a project some or all of these capabilities could be addressed by internal or external resources (or a combination of resources).

10. Develop a reporting structure that can be used to globally report project health to all parties.

11. Improve efficiency of project engineers by 20% within 2 years.

12. Establish FEL gate deliverables and a scorecard to be used in FEL gate reviews.

13. Establish standard WBS, Basis of Estimate, Schedule Basis, Risk Guidelines and risk register, Project Change Guidelines and Project Change Order process, lessons learned database, and project closeout process within 12 month