Director Project Controls- Construction; Anticipated

Company Description

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

Working with our clients across real estate, infrastructure,energyand 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 andprogrammesas 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 estateservicesand 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.

Turner & Townsend are seekingan experienced

Director-Project Controlsto join ourteam. The ideal candidate has a proven track recordof successful client delivery and managing project control teams. This individual willleadproject controls services for major client accounts and will help with wider business initiativesasneeded.

• Responsible forestablishingand executing the high-level strategic direction of project controls including cost management, risk management,and schedule management.
• Responsible forthe projectbudget approval process.
• Leads risk workshops with the project team toidentifyrisks,establishlikelihood/severity, mitigationactionsand Owners.
• Take the lead for project controls deliverables that require cross-functional input.
• 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 reporting.
• Prepares documentation for project gateway and approval processes.
• Develop overall guidelines for project level chartering and partnering.
• Review the Project Master Schedule forsequencing, interfacemilestones,and critical path elements (developed by others).
• Develop and recommend the project budget, cashflowand financial plan.
• Oversee and lead the risk management process for the project.
• Develop the work plan that forms the Project Execution Plan (PEP) for the project.
• Review,critiqueandsubmitfor approval the Project implementation plans as developed by the project supporting PMCM teams.
• Manage Project Estimating and life cycle (total cost of ownership) asset costing, including contingencymethodologyandestimateevolution through the project lifecycle.
• Develop and submit for approval change management and impact mitigation strategies throughout the life of the project.
  
  This includes, but is not limited to scope, cost, schedule control, and cost reduction initiatives.
• Develop the set of controls to assure team performance against the Project baseline metrics.
• Develop protocols and guidelines for Diversity Compliance,Monitoring,and Reporting.
• Establish the metrics and basis for progress reporting against the Project, Projects, and Contracts. Reporting shall include Performance Measurement, Forecasting, Trending, Issues, Actions,Progress,and Overall Status.
• Develop project guidelines and protocols for cost reduction initiatives. Review project level cost reduction recommendations.
• Review project level diversity recommendations.
• Review construction progress and approve recovery plans.
• Review the claims resolutions recommendations.
• Collaborate with appropriate internal and external stakeholders to achieve consent.
• Establishes ongoing risk process and coordinates regular Monte Carlo analyses.
• Project intake:
  Consider expansion of deliverables to ensure more robust business cases/estimates/schedules are developed.
• 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 information.
• Consider the integration of intake/cost/scheduling reporting to providea holistic approach to project…