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