Manager (Project Control)

CES_SALCON PTE. LTD.; Singapore; On-site; SGD 120,000 - 180,000; Full time

Job summary

CES_SALCON PTE. LTD. seeks a Project Controls Manager (PCM) to lead planning, scheduling and cost control across complex projects in Singapore. The role focuses on coordinating design, procurement, construction, testing and commissioning while maintaining master schedules and monthly reports.

You will implement EVM, monitor variances, and manage risk, change and contractual controls, working closely with PMs and discipline leads to ensure on‑time delivery.

Qualifications

• Strong experience in project controls for major infrastructure or industrial projects.
• Proficient in planning, scheduling, and cost control.
• Knowledge of Earned Value Management (EVM) and risk assessment.
• Experience with managing change notices and contractual interfaces.

Responsibilities

• Develop and maintain integrated master programme and detailed schedules using Primavera P6.
• Prepare rolling look‑ahead programmes and recovery plans for delays.
• Monitor costs, budgets, forecasts and earn value metrics; report variances.
• Coordinate with multiple teams to collect progress data and produce monthly reports.
• Identify risks, changes, and contract implications and raise early warnings.

Job description

SCOPE OF WORK - PROJECT CONTROLS MANAGER (PCM)

1. Role and Responsibilities

The PCM shall work closely with the Project Manager/Project Director and relevant discipline leads to plan, monitor, control and report on project schedule, progress, expenditure, risks, changes and contractual milestones.

The PCM shall perform both project controls and project planning functions, ensuring effective coordination across design, procurement, construction, testing and commissioning. The PCM shall prepare and coordinate monthly project reports and management presentation slides, identify potential delays and cost overruns, monitor recovery measures, and provide project planning and claims support to the PM.

2. Scope of Work

2.1 Project Planning and Scheduling

Develop, update and maintain the integrated project master programme and detailed schedules using Primavera P6, covering design, procurement, construction, testing and commissioning, and handover.

Establish and monitor the approved baseline programme, critical path, contractual milestones, schedule dependencies and forecast completion dates.

Coordinate with discipline leads, subcontractors and vendors to obtain progress updates, identify constraints and ensure alignment with the overall project programme.

Prepare rolling look-ahead programmes, typically covering two to four weeks, and develop recovery programmes and catch-up plans where delays occur.

Analyse schedule deviations, delay events, critical activities and interface constraints, and recommend corrective and mitigation measures.

2.2 Progress Monitoring and Monthly Reporting

Establish progress measurement methods, weightings and reporting procedures to monitor planned, forecast and actual progress.

Coordinate with engineering, procurement, construction, testing and commissioning, commercial, QA/QC, HSE and other relevant teams to collect, verify and consolidate monthly progress information.

Prepare monthly project reports and management presentation slides covering overall progress, S-curves, key milestones, critical path, forecast completion, procurement, manpower, testing and commissioning, risks, outstanding works and recovery actions.

Ensure reports accurately reflect planned, forecast and actual performance, supported by verifiable records and consistent with the latest project programme.

Follow up on outstanding discipline inputs, maintain reporting deadlines and present key deviations, risks and required management actions to the PM.

2.3 Cost Control and Earned Value Management

Monitor approved budgets, commitments, actual expenditure, accruals, cash flow forecasts and cost-to-complete in coordination with the PM, commercial and finance teams.

Implement and maintain earned value management (EVM), where applicable, to measure project performance using Planned Value (PV), Earned Value (EV), Actual Cost (AC), Schedule Performance Index (SPI) and Cost Performance Index (CPI).

Identify schedule and cost variances, forecast potential overruns and recommend corrective actions.

Monitor manpower, equipment, subcontractor resources and productivity against planned targets and assess their impact on project progress and cost.

Maintain clear records distinguishing actual expenditure, forecasts, approved variations and pending or disputed claims.

2.4 Risk, Change and Contractual Control

Maintain project risk, opportunity and change registers, including proposed, instructed, approved and pending changes.

Assess the schedule and cost implications of design changes, late approvals, material deliveries, access constraints, third‑party interfaces and other potential delays.

Monitor contractual milestones, outstanding deliverables, approvals, procurement commitments and testing and commissioning requirements.

Maintain contemporaneous records of instructions, progress, delays, constraints, mitigation measures and programme revisions.

Provide early warnings to the PM on potential delays, cost overruns, contractual risks and matters requiring notification or further assessment.

2.5 Claims Analysis and Substantiation

Provide project planning and controls support for EOT, prolongation, disruption, acceleration and other delay-related claims.

Analyse delay events against the approved baseline and updated programmes, identifying affected activities, critical path impacts, delay periods and mitigation measures.

Prepare detailed time-and-cost breakdowns supported by programme records, correspondence, manpower and equipment records, timesheets, expenditure, invoices and other relevant documentation.

Maintain a claims register recording event chronology, potential time and cost impacts, notification status, supporting evidence and outstanding actions.

Coordinate with the PM and commercial/contractual team to ensure consistency between programme analysis, progress records, cost breakdowns and claim submissions.

Distinguish factual programme and cost analysis from