Deputy Program Manager

Company Description

Founded in 1952 and formerly known as Heery International Inc., the firm operates throughout the United States as part of Turner & Townsend. It specializes in project and program management for public sector organizations, with industry-leading experts in corporate, cultural, healthcare, justice, sports, K-12 education, higher education, aviation and government facilities.

Recognized for service excellence by a broad spectrum of professional organizations and industry publications, the talented multidisciplinary team at Turner & Townsend Heery exceeds client expectations — adding value, best practice and expertise at every turn. The team's unique client-centric culture is integrated into each project and reflects a passion for the built environment and staying true to the client’s vision.

Job Description

Turner & Townsend Heery is seeking a Deputy Program Manager to work on many large scale Capital and TI projects in municipalities and county buildings for one of our public works clients. 

The Deputy Program Manager is responsible for providing governance and assurance to the client program of projects by establishing the framework, process and procedures for the projects and monitoring the execution teams as they deliver these projects.

Core Responsibilities

• Management Systems –(approach) Responsible for influencing the use of the defined process and procedures by the execution teams as part of their delivery approach at each phase of the project or program.
• Information management systems - Responsible for influencing the use of the agreed information management system by the execution teams as part of their delivery approach at each phase of the project or program.
• Design management - Responsible for gathering design requirements of the client, end user and stakeholders and documenting in a project or program specific brief as part of the initial definition phase. And Responsible for validating corporate standardization with respect to design is used to achieve efficiency and best value. 
• Stakeholder Management - Responsible for identifying delivery and execution stakeholders, maintaining communication, influencing stakeholder involvement, and obtaining input as required.  And responsible for the day-to-day stakeholder interface assuring that projects are delivered to time, cost and quality targets.
• Funding - Responsible for obtaining all project funding required prior to the initiation capital works aligned to governance structure.
• Contract Strategy - Responsible for defining the contracting strategy which considers all aspect of the requirements and that motivates performance and assures the delivery of required outcomes are undertaken by the execution teams.
• Procurement Management - Responsible for defining the procurement approach that is objectively managed and leverages data as part of pre-qualification, tender and evaluation through to contract award and assures the delivery of required outcomes are undertaken by the execution teams.
• Schedule Management – Develop the master project schedule based on historical data and assure that the execution teams are progress and mounting the project schedules.
• Document & Data Management - Responsible for monitoring that the collection, storage, and dissemination of project information, is being undertaken by the execution teams.
• Risk and opportunity management - Responsible for monitoring connected projects risks and opportunities and assessment of their cost and schedule impact is being undertaken by the execution teams align with the identification and implementation of connect projects mitigation plans identified for critical risks and opportunities.
• Change controls - Responsible for monitoring that the implementation of a robust process which actively manages change, assessing scope, time, cost and quality prior to a change approval decision is required, is being undertaken by the execution teams.
• Operational Readiness & Transition – Responsible for monitoring that the process for handing projects over to operational teams in an effective integrated manner is being undertaken by the execution teams.
• Closeout - Responsible for monitoring that the management of the efficient close out of a project including an analysis of outturn cost, schedule, and lessons learned exercise used to inform future projects, is being undertaken by the execution teams.
• Continuous Improvement - Responsible for the management, identification and implementation of strategic and program improvement initiatives, lessons learnt and best practice.

Qualifications

The candidate must have 10-15+ years of relevant public works experience in program management and a BS degree in