Project Controls Manager

About Us:

Rex Moore continues to be powered by amazing employees just like you for over 100 years. Together we are building a world that is safe, comfortable, and sustainable. Our diverse team of experts spreading to National territories create innovative, integrated solutions to make cities more connected, buildings more intelligent and environments more comfortable and secure.

Watch Our Story:
About Rex Moore Group, Inc.

- You Tube Job  Overview:

The Project Controls Manager increases project predictability and adherence to established Project Operational Standards through independent project-performance validation, project audits, project health reviews, and early identification of project risk.

The primary mission is to identify leading indicators of forecast deterioration, project fade, labor or schedule risk, and commercial/contract exposure early enough for the Vice President of Operations and project leadership to act before those conditions are reflected in formal cost-to-complete (CTC) forecasts.

Operations retains ownership of project execution, project forecasts, recovery actions, customer relationships, staffing, and financial results. Project Controls independently monitors, validates, audits, and advises; it does not manage projects or direct day-to-day project work.

Key Responsibilities and Essential Tasks
-Project Controls Standards and Audits Monitor and validate compliance with established Project Operational Standards and required project controls.

Own and administer a formal Project Operational Audit Program using a comprehensive company standard, including project startup/turnover, forecasting, labor and schedule controls, commercial change management, documentation, procurement, and closeout.

Distinguish routine administrative noncompliance from material conditions that may affect project cost, schedule, commercial position, or successful completion.

Define Project Controls-specific metric definitions, validation methods, audit criteria, and reporting requirements.

Project Performance Validation and Leading Indicators Evaluate individual project information to identify unsupported assumptions, control failures, and early indicators of forecast deterioration before formal CTC reviews.

Monitor and validate project-level forecast accuracy, cost performance, labor productivity, earned hours, physical progress, manpower forecasts, schedule performance, project contingency, and change-order exposure.

Challenge and validate CTC, manpower, productivity, progress, and recovery assumptions;
Operations retains ownership of the official project forecast and project decisions.

Identify unexplained changes in margin, labor, cost, revenue, productivity, or progress and elevate material concerns to the Vice President of Operations.

Use historical project-control benchmarks, developed in coordination with FP&A, to identify abnormal performance at the individual-project level.

Project Health Reviews and Risk Own and facilitate structured project health reviews based on project size, complexity, risk, or emerging performance indicators, including indicators identified through FP&A portfolio analytics.

Evaluate project forecasts, labor and schedule performance, commercial exposure, standards adherence, documentation, and other material project risks.

Verify that delays, impacts, changes, notices, and other conditions affecting contractual rights are appropriately identified and documented.

Document findings, recommend operational attention or corrective action, and monitor agreed responses without directing project recovery actions or assigning operational due dates.

Startup, Root Cause Analysis, and Lessons Learned Validate that required project controls are established at startup, including scope/contract review, turnover, control budget, schedule, manpower plan, procurement plan, and forecasting setup.

Develop and maintain the standard for project-fade root-cause analysis and monitor its consistent use.

Identify project-level control failures, unsupported assumptions, or execution conditions associated with forecast volatility, project fade, or commercial exposure.

Define identified process problems and business requirements; refer workflow, automation, system, or enterprise-process improvements to the responsible functional owner and OI&A.Reporting and Cross-Functional Coordination Define Project Controls reporting and dashboard requirements for individual-project risk, forecast supportability, labor/schedule performance,…