Head - PMAG

CEO Office Interface & Project Governance

• Ensure correct, complete and timely information flows to leadership; highlight critical issues and bottlenecks 
  and act as expediter for decision-making.
• Coordinate with CPAG / Chairman's office on project matters and carry project issues to resolution.
• Assure internal coordination and project-related governance across the organization.
  Portfolio Assurance (business Level)
• Own capex monitoring across the portfolio against sanctioned plans.
• Prepare and monitor AOPs (Annual Operating Plans) and the STRAP (Strategic Plan); track delivery against 
  both.
• Review Budget NFAs (Notes for Approval) and track approvals to closure; support business-case preparation 
  and lender's management.
  Cost Assurance
• Establish and hold the project cost baseline.
• Prepare and review the EAC (Estimate at Completion) and run cost-benefit analysis.
• Track client receivables / claims and drive capitalization of the asset post completion.
  Internal Integration
• Integrate all business-unit project teams and enabling departments into one delivery flow.
• Remove inter-department hindrances so projects move without internal friction.
• Own the interfaces and dependencies that cross functional boundaries.
  Leadership Assurance & Oversight
• Assure pre-construction readiness and monitor planning & scheduling across packages.
• Ensure corrective and preventive actions are taken by the required stakeholders.
• Forecast delivery challenges early and monitor that management decisions are acted upon.
  Last (statutory Approvals) Assurance
• Monitor all project-related statutory approvals and compliances across the portfolio.
• Support project teams in obtaining timely decisions and management approvals.
• Ensure execution never runs ahead of statutory clearance.
  Escalation Anchor & Knowledge
• Run regular reviews at every level with stakeholders and management; escalate deviations and pending 
  approvals.
• Be the single escalation anchor that keeps decisions and approvals moving.
• Drive knowledge-sharing and learning across all projects.
• Serve as the BU's interface to the Central Project Assurance Group, compiling and presenting the BU pillar 
  evidence and self-assurance for CPAG review.
• Establish the Parivartan cost and schedule dashboards as the basis for leadership project reviews, roll out the 
  Project Lifecycle (PLC) process, and take up AI-enabled initiatives across engineering, procurement, estimation 
  and execution.
• Ensure every completed project carries a signed-off closure report and govern projects to completion within the 
  project plan.
• Track Pre-Con 360 overdue tasks across the portfolio and drive their closure.

Decision Authority & Accountability

• Sets project governance, planning, 
  cost-assurance and reporting standards 
  binding across business units and sites.
• Reviews and tracks Budget NFAs and 
  gate / stage approvals; validates progress 
  and cost (EAC) positions before they 
  reach leadership.
• Anchors escalation —can convene 
  reviews and escalate deviations and 
  stalled approvals directly to the CPO and 
  CEO office.
• Accountable for the accuracy of 
  leadership assurance, capex / cost 
  visibility, statutory compliance posture 
  and integration health across the 
  portfolio.
  Internal Interactions
  CPO; CEO office / CPAG / Chairman's 
  office; Business-unit leadership & 
  enabling departments; all Function 
  Heads; Site Heads & Site Planning; 
  CFMC; CAD; Digital
  External Interactions
  Lenders / financial institutions; PMC & 
  consultants; Statutory authorities (via 
  project teams); Auditors / assurance 
  partners; PM-tool & analytics vendors

Qualification Bachelor's in Engineering; MBA / PMP / PRINCE2 preferred. Strong expertise in project governance, capex & cost control (EAC, AOP, STRAP), business-case development, financial modeling, budgeting and lender / stakeholder management across large portfolios; advanced proficiency in planning & scheduling tools, MIS / dashboarding, risk & compliance tracking, statutory approvals (LSAT) and cross-BU integration; sound grasp of business processes and project management standards

Experience 20+ years in project management in large organizations, with a proven track record of leading mega-projects as Project Manager, Project Director (PD) or PMC; experience adopting and implementing emerging project technologies and tools. Leads a lean PMO team (typically