We are looking for experienced talents to join our growing team, bringing in further specialism of HN and DE across a range of commissions. 

To lead Project Management Commissions, taking responsibility for end-to-end service delivery, often with respect to large or complex projects. Acting as the key, day to day client interface, ensuring that client objectives are met and that projects are delivered to time and cost targets and the appropriate quality standards.

We are looking for individuals who can demonstrate a number or all of the following points, in relation to Heat Network (HN) and wider Decentralised Energy (DE) projects or programmes.

By Decentralised Energy we refer to distributed, flexible, resilient and low to zero carbon heat and power networks, systems and resources, Decentralised Energy (DE) resources, including, but not limited to, heat networks, solar Photovoltaics (PV), heat pumps, energy storage, demand side flexibility, smart and vehicle-to-grid charging for electric vehicles.

Experience of project development for schemes involving heat networks, local energy networks/smart grid including battery storage, potentially including integrating with home EV charging/car battery storage.

Internal management accountabilities, to include:

• Staff management (where appropriate) – Inputting into the formal management of an Assistant Project Manager or small project management team, to include 1st round recruitment interviews, input into resource management and attendance at junior staff appraisals.
• Knowledge management – Ensuring that key information and learning generated from each project is input into the Turner & Townsend internal database.
• Financial management – Ensuring prompt client invoicing and utilising FMS to monitor a project’s financial status.
• Process improvement – Identifying and acting upon ways to improve internal systems and processes.

Reporting

Depending upon context, a Senior Project Manager is likely to report to an Area Manager, Associate Director or Director.

Key Performance Indicators

A Senior Project Manager will in part be judged by the extent to which:

• Projects are managed to the right quality standards and are completed efficiently, on time and to budget.
• Project delivery meets the client’s objectives and is in line with the conditions of appointment.
• The project team is led effectively.
• Strong relationships are developed with clients and members of the cross-functional team.
• General line management responsibilities (where appropriate) are effectively discharged.
• Business development opportunities with existing and new clients, including cross- selling opportunities, are identified and acted upon.
• The internal financial status of all projects is effectively monitored.
• Key information and data is effectively cascaded and appropriately retained.