Director of Project Management - 2791

Memphis, TN(Service Center)

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OVERVIEW:  The Director of Project Management will work with the Branch and project managers throughout the branch network to ensure that we properly recruit, on-board, train, launch, mentor, coach and support our project managers in order to ensure quality and consistency in our approach to managing projects and their inherent risks.  

REPORTS TO:  Chief Operating Officer

DIRECT REPORTS:  None

PROJECT MANAGEMENT PROGRAM

• Develop / obtain a scalable, Standard Project Management Process including roles and responsibilities, and tools to aid in that process.
  • Define/Delineate the process differences/requirements between Standard Projects and Nuclear Oriented Projects

1. Project Management Guidelines which include or reference the following.
   1. Project Plan
      1. Project Definition (SOW)
         • Standard Project
         •  Nuclear Project
      2. Communication Plan
         •  ???????Internal
         • Customer
         • Team Members
      3. Cost / Schedule Plan
         • Work Breakdown Structure
         • Project Financial Validation
         • Project Schedule
      4. Resource Plan 
      5. Risk Identification / Mitigation Plan
      6. Project Readiness Review
      7. Plan Execution
         • Status Tracking
         • Estimate to Complete
         • Change Management
         • Plan vs Actual Reporting
      8. Project Closure
         • Document Project Variances
         • Document Lessons Learned 
         • Project Closure Report
   2. Human Performance Improvement Program
   3. Lessons Learned Program 
   4. Corrective Action Program 
   • Develop / obtain training support materials for the above information to train project managers.
   • Develop / obtain training support materials for the Project Management Process for the Branch Managers (abbreviated) and senior management. 
   • Develop / obtain key metrics in the project management process. 
   • Develop / obtain nuclear market reference library. 
     • INPO Safety Culture Traits
     • Regulatory Guidelines - Nuclear
       • NML – 1 Control of Heavy Loads at Nuclear Power Plants 
       • NuReg – 0612 Control of Heavy Loads at Nuclear Power Plants
       • NOG – 1 Rules for Construction of Overhead and Gantry Cranes
       • ANSI - 14.6 Special Lifting Devices for Radioactive Materials
       • NuReg – 0554 Single Failure Proof Cranes for Nuclear Power Plants
       • 10 CFR Part 26 Fitness for Duty Programs
     • Nuclear Industry Standards

PROJECT MANAGEMENT PROGRAM INTEGRATION

• Integrate any developed procedures into the Barnhart IFS document control module.
• Integrate any tools developed into Barnhart Systems.
• Update any changes required to existing Barnhart Systems.
• Test Systems prior to roll out.

PROJECT MANAGEMENT PROGRAM LAUNCH

• Train Branch Managers and appropriate Sr Management on the Process (summary), Roles and Responsibilities, key metrics. 
• Train Project Managers in the Project Management Program.

PROJECT MANAGEMENT EXECUTION

• Monitor the project pipeline and backlog to ensure:
  • Appropriate assignment of qualified branches and project managers
  • Alignment with the established process
  • Attend key events in the project timeline (contract review, challenge meeting, readiness review, etc)
• Maintain, update program including supporting tools to keep current and in alignment with Barnhart Procedures and Process. 
• Maintain, update program including supporting tools to keep current and in alignment with industry standards and culture. 
• Analyze, maintain, and communicate lessons learned including any trending data.
• Work with Safety Director to ensure the Corrective Actions for projects are maintained, communicated, and closed out in a timely manner. 
• Communicate with project management staff monthly any trending or significant items relevant to Safety, Performance and Impacts which adversely affect any project. 
• Provide management oversight on all projects (with more intentional and direct attention applied to Nuclear Projects) including but not limited to:

Nuclear Projects

• Lead the Project Readiness Review Process on all nuclear projects.
• Review Daily Field Report for all nuclear projects.
• When requested by the appropriate Regional Director:
  • Provide active project guidance and support.
  • Provide customer interface.
  • Provide coaching and mentoring during project negotiations
  • Provide coaching and mentoring in project close out
• Attend Lessons Learned meetings.
• Provide Corrective Actions Program coaching.
• Provide training to the new nuclear project managers and new branch/senior managers.
• Provide Coaching to the nuclear project managers.
• Host post outage season, (post spring and fall) Nuclear Project Reviews. 
• Provide Post Outage performance reports to management.

Standard Projects

• Encourage Branch Led Readiness Reviews.
• Encourage Branch Review of Daily Field Report for all projects.
• When requested by the appropriate Regional Director:
  • Provide active project guidance and support.
  • Provide customer interface.
  • Provide coaching and mentoring during project negotiations.
  • Provide coaching and mentoring in project close out.
• Attend Lessons Learned meetings.
• Provide Corrective Actions Program coaching.
• Assign training mentor for new project managers. 
• Provide Coaching to the PM Mentors. 
• Provide Post Outage performance reports to management.

EOE/AA Minority/Female/Disability/Veteran

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