Head of IT Project Management

Position Title

Head of IT Project Management

Reporting

Chief Information Officer (CIO)

Location

Lahore

1. Mission of the Role

Establish and lead Organizations IT project management function from the ground up building the PMO discipline methodology and team needed to deliver high-impact high-visibility technology initiatives including enterprise ERP implementation (Oracle Fusion Rise with SAP or both) and business process re-engineering (BPR) on time on budget and to the quality standard business leadership expects. Lead and develop a team of project managers standardize project governance across the IT project portfolio and act as the primary point of accountability for program delivery to the CIO and executive stakeholders.

A. PMO Governance Methodology & Standards

B. ERP & Enterprise Program Leadership (Oracle Fusion / Rise with SAP / BPR)

C. Project Portfolio Management & Prioritization (MUST HAVE)

D. Team Leadership & PM Capability Development

E. Stakeholder Vendor & Change Management

PMO Establishment & Governance

Stand up a functioning PMO within the first 612 months standardized methodology project charter/gating process RAID and status reporting templates adopted across 100% of active IT projects.

ERP & Major Program Delivery

Deliver the ERP implementation (Oracle Fusion and/or Rise with SAP) and BPR initiative within approved scope budget and timeline with milestone/gate reviews met and no critical go-live failures.

Portfolio Delivery Performance

Achieve target on-time on-budget delivery rate across the full IT project portfolio (e.g. 85% of projects delivered within approved baseline) with variances flagged and escalated early rather than discovered late.

Benefits Realization & Business Value

Ensure each major project has a defined business case and post-implementation benefits review with tracked realization of the value case (cost savings process efficiency capability gained).

Risk & Issue Management

Maintain proactive risk/issue tracking across the portfolio with zero major program risks surfacing without prior escalation to the CIO and sponsors.

PM Team Capability & Retention

Build and retain a capable project management team with defined career paths PM competency standards and measurable improvement in team delivery maturity year over year.

Vendor & Implementation Partner Performance

Ensure system integrators and implementation partners (ERP vendors BPR consultants) are governed under enforced SLAs and contract milestones with formal performance reviews at each project phase.

Large-Scale ERP & Transformation Program Leadership

Demonstrated experience leading complex multi-phase ERP implementations (Oracle Fusion SAP or equivalent Tier-1 platforms) and business process transformation programs from business case through go-live and stabilization.

PMO Design & Methodology

Ability to build a PMO from scratch governance structures methodology (waterfall/agile/hybrid as fit) reporting cadence and portfolio prioritization in an organization without prior formal PM discipline.

People Leadership & Team Development

Proven ability to lead mentor and develop a team of project managers building delivery capability and accountability across the group.

Executive Stakeholder & Change Management

Skilled at managing senior executive stakeholders driving organizational change adoption and communicating program status risk and trade-offs clearly and candidly.

Vendor & Systems Integrator Management

Experience managing implementation partners and system integrators including contract milestones deliverable acceptance and dispute resolution.

Commercial & Risk Judgment

Strong grasp of project financials budget control and risk trade-offs with the judgment to escalate early rather than absorb risk silently.

Cultural Fit

• Founders Mindset: Comfortable building PMO structure and discipline where none currently exists without waiting for a fully formed mandate.
• Ownership & Accountability: Takes personal accountability for program outcomes including those delivered through vendors and implementation partners rather than deflecting to third parties.
• Transparency Under Pressure: Surfaces risks delays and bad news early and candidly especially on high-visibility programs like ERP and BPR.
• Team Builder: Invests in developing project managers not just directing them and builds a PM function that outlasts any single program.
• Continuous Improvement: Treats PMO maturity as an evolving discipline refining methodology and governance based on lessons learned from each major program.

Derailers (Red Flags that Disqualify Candidates)

• Status-Report Optimism: Presents projects as green until they visibly fail rather than surfacing risk and variance early.
• Weak ERP/Transformation Experience: Lacks genuine hands-on experience running large ERP or BPR programs and treats them like routine IT projects.
• Command-Without-Capability: Manages PMs by directive rather than building their capability resulting in a team that cannot function independently.
• Vendor Passivity: Allows system integrators or implementation partners to drive the program timeline and scope without pushing back or enforcing contract milestones.
• Process Over Outcomes: Over-indexes on PMO process and documentation at the expense of actual delivery and business value.

Qualification & Experience

• Bachelors/Masters in Business Administration Information Technology Engineering or related discipline; PMP PRINCE2 or equivalent PM certification MUST HAVE ; Agile/SAFe certification a plus.
• 1215 years of progressive project/program management experience including direct leadership of at least one large-scale ERP implementation (Oracle Fusion SAP or comparable Tier-1 platform) from initiation through go-live.
• Prior experience managing a team of project managers and running a formal PMO function ideally within a manufacturing or multinational/large-group environment.
• Demonstrated experience with business process re-engineering (BPR) initiatives and organizational change management.