Aviation Program Project Controls Manager

Company Description

From the inception of a project through to completion and beyond, Turner & Townsend help to deliver the outcomes that matter through transformational programs covering the full spectrum of consultancy, project delivery and post-project operations.

With offices located globally, you're never far away from our services. Working from 113 offices in 46 countries, we make the difference to projects across the real estate, infrastructure and natural resources sectors worldwide.

Our team is dynamic, innovative and client-focused, supported by an inclusive and fun company culture. Our clients value our proactive approach, depth of expertise, integrity and the quality we deliver. As a result, our people get to enjoy working on some of the most exciting projects in the world.

Job Description

Turner & Townsend is looking for a Aviation Program Project Controls Manager to join our Houston office. This role will be a member of the management team and will primarily be responsible to support our major Aviation client in driving growth and profitability of the business unit through leadership, new business development, client management and service delivery.

*Relocation provided.  This role is on-site/hybrid.

Duties:

Leadership Scope

As a leader within the Program Controls Group (PCG) for our aviation clients the main roles include

• Take the lead for program deliverables that require cross-functional input.
• Work with the T&T lead to motivate the team by providing clear direction and goals
• Assist with weekly team meetings to discuss progress on initiatives and to drive performance.
• Lead the development and production of regular report(s) - (Periodicity and content to be agreed)

Program Scope

The main roles within the program delivery for the role includes:

• Develop overall guidelines for program level chartering and partnering.
• Develop and recommend the Program Master Schedule, sequencing, interface milestones and critical path elements.
• Develop and recommend the PROGRAM budget, cash flow and financial plan.
• Develop the work plan that forms the Program Management Plan (PMP) for the PROGRAM.
• Review, critique and submit for approval the Program implementation plans as developed by the PROGRAM supporting PMCM teams.
• Manage Program Estimating and life cycle (total cost of ownership) asset costing, including contingency methodology and estimate evolution through the program lifecycle. Review and approve all Market Analysis reports.
• Develop and submit for approval change management and impact mitigation strategies throughout the life of the PROGRAM. This includes, but is not limited to scope, cost, schedule control, and cost reduction initiatives. Establish protocols for Configuration Management.
• Develop the set of controls to assure team performance against the Program baseline metrics.
• Develop protocols and guidelines for Diversity Compliance, Monitoring and Reporting.
• Establish the metrics and basis for progress reporting against the Program, Projects, and Contracts. Reporting shall include Performance Measurement, Forecasting, Trending, Issues, Actions, Progress and Overall Status.
• Develop program guidelines and protocols for cost reduction initiatives. Review project level cost reduction recommendations.
• Review project level diversity recommendations.
• Manage construction assignments for every construction project, holding to approved scope, budget, schedule and quality.
• Review construction progress and approve recovery plans.
• Review the claims resolutions recommendations.
• Collaborate with appropriate internal and external stakeholders to achieve consent.

Continuous Improvement

The Program Controls Lead will look at ways to improve the program delivery overall. This should include:

• Project intake: Consider expansion of deliverables to ensure more robust business cases/estimates/schedules are developed.
• Cost Management: In conjunction with the DC cost management team and the DC estimating team, review and make recommendations for improvements to the current cost benchmarking tool to increase efficiency of the cost team.
• Consider the development of an end-to-end process that captures the project controls information from intake through to closeout. Including incorporating a feedback loop for intake/cost/scheduling closeout