Project Controls Lead / Head of Project Controls Often used when the individual oversees the entire function for a specific mega-project site rather than the whole corporation.
Director of Project Excellence (CAPEX) Focuses on the "performance story" and "accountability" aspects mentioned, ensuring project delivery standards.
Senior Project Controls Manager A standard industry title for this scope, though often used at slightly lower tiers unless designated as "Senior."
Project Performance Director Specifically targets the requirement to translate data into a "plan vs. actual narrative" and drive earned value.
Capital Projects Controls Director Emphasizes the CAPEX background and the financial scale of the investment.
Director of Planning & Cost (Project Controls) Highlights the dual focus on Primavera P6 (Schedule) and Cost/Forecasting.
Commercial Director (Project Delivery) Sometimes used in Oil & Gas or large infrastructure to describe the person managing risk, cost, and schedule accountability.
Mega-Project Controls Lead A niche title specifically for projects exceeding the $1B threshold.
Strategic Project Controls Director Focuses on the "executive stakeholder" and "senior leadership" reporting aspects of the role.
MUST HAVES:
Provide senior leadership (executive stakeholders) with:
o A data-driven plan vs. actual narrative
o Clear visibility into trends, variances, and outcomes
Eliminate ambiguity around performance accountability.
Primavera P6 expertise (hard requirement) - must be hands-on.
Proven experience leading earned value and performance management on large, complex capital projects.
Strong construction-phase project controls or CAPEX PM background.
Mega-project experience (pharma preferred but can be oil and gas)
Job Description:
This role is a Tier 1 leadership position supporting a highly complex, large-capital project (~$4.75B) that has moved beyond initial setup and is now firmly in the execution and forecasting phase.
Cost and schedule baselines were established approximately 12 months ago. While the team has a reasonable understanding of where the project is today (actuals), there is a critical gap in being able to clearly and confidently articulate where the project should be, based on earned value and integrated performance measurement.
The expectation for this role is to take ownership of earned value, cost, schedule, forecasting, and risk - and translate that data into a clear, accurate, and credible performance story for senior leadership.
This is not a coordination or reporting role. This individual must lead, integrate, challenge, and drive accountability across the project controls function.
Current Project Context
Project is in active construction and forecasting
Detail design ~80% complete (remaining scope primarily process piping)
Foundations and structural steel complete
MEP installation underway in multiple areas
Building nearing weather-tight
CUB target: Q2 early Q3
Mechanical completion: Aug Oct
Testing: Dec Jan
This role is focused on execution control and performance visibility, not startup planning.
Key Responsibilities
Earned Value & Integrated Performance Ownership
Take full ownership of earned value management across the project.
Define and maintain planned value, measure performance, and clearly articulate where the project should be vs. where it is.
Integrate schedule (Primavera P6), cost, forecast, and budget into a single, aligned performance view.
Cost, Schedule & Forecast Integration
Work in close daily collaboration with:
o Cost Controller(s)
o A team of schedulers (approx. 5 schedulers, aligned by node)
Ensure CBS, WBS, and schedule logic are aligned and supporting earned value analysis.
Drive consistency and alignment across:
o Project Controls team
o GFD Project Controls
o Other project controls functions across the portfolio
Produce consolidated, executive-ready performance updates - not disconnected reports.
Risk Management Ownership
Take clear ownership of project risk management, a currently identified gap.
Own the full lifecycle of the risk register, including:
o Risk identification
o Quantification (including dollarized impacts)
o Integration into forecast and performance reporting
Proactively elevate risk exposure and mitigation strategies to the broader team and leadership.
Leadership, Accountability & Proactivity
Establish a high-performing, accountable project controls environment.
Move the team beyond coordination and reporting into ownership and outcomes.
Demonstrate a strong "can-do / go-get-it" mindset:
o Take initiative
o Push the team
o Challenge assumptions and outputs
o Drive continuous improvement
This role requires leadership presence - not just facilitation.
o "We can get someone to run meetings and take notes - that's not what's needed."
Communication & External Representation
Serve as the consistent, confident external interface for the Foundry project.
Act as a clear point of contact with groups such as Patrick's team and other stakeholders.
Communicate proactively, transparently, and with authority - no gaps, no surprises.
Represent the project controls function with credibility and clarity inside and outside the immediate team.
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