Sr. Program Manager - Utilites & Infrastructure

Company Description

Turner & Townsend is a global professional services company with over 22,000 people in more than 60 countries. 

Working with our clients across real estate, infrastructure, energy and natural resources, we transform together delivering outcomes that improve people’s lives. Working in partnership makes it possible to deliver the world’s most impactful projects and programmes as we turn challenge into opportunity and complexity into success. 

Our capabilities include programme, project, cost, asset and commercial management, controls and performance, procurement and supply chain, net zero and digital solutions. 

We are majority-owned by CBRE Group, Inc., the world’s largest commercial real estate services and investment firm, with our partners holding a significant minority interest. Turner & Townsend and CBRE work together to provide clients with the premier programme, project and cost management offering in markets around the world. 

Job Description

Turner & Townsend is seeking an experienced Senior Program Manager to join our team to help oversee a construction program for our clients. The ideal individual will be experienced in maintaining client relationships, stakeholder management, financial reporting, procurement and contracting, and successful program delivery.   

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 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 program. 

• Design management - Responsible for gathering design requirements of the client, end user and stakeholders and documenting in a 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 of 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 of 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 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 team 

• Continuous Improvement - Responsible for the management, identification and implementation of strategic and program improvement initiatives, lessons learnt and best practice 

• SO