14 days old

21150 Program Manager, Capital Projects

Canadian Nuclear Laboratories
Chalk River, Ontario K0J 1J0
  • Job Type
    Employee
  • Job Status
    Full Time

The Program Manager of Capital Projects’ mandate is to deliver projects for Capital Projects that range from small modifications or improvements to facility and infrastructure at Chalk River Laboratories (CRL), to large complex new-build construction of buildings, laboratories, and waste management facilities. Projects-led projects usually include concept development, engineering, safety analysis and licensing, technical procurement, construction/installation, commissioning and/or decommissioning work scopes. The Manager, is accountable for the complete delivery of large-scale, high-risk, projects of critical significance to the ongoing success of CRL and Projects, characterized as multi-year in duration, often involving substantial safety and licensing requirements with many internal and external regulatory interactions, contracts requiring substantial negotiations of terms and conditions having many work packages, resources and interfaces to manage, and involving a significant financial commitment (typically >$10M annually).

Requirements

We are seeking these demonstrated competencies in the pursuit of our new Program Manager of Capital Projects:

Communication. An effective program manager will spend 80% of their time or more meeting with diverse stakeholders and staff, both internal and external to CNL.  We’ve also included active listening as an important attribute to be successful in this position.  Communication skills are the most important competency we are seeking in sourcing our next Program Manager for Capital Projects.

Leading. We seek a manager that ensures our CNL vision is understood at all levels of involvement in the program. Leadership involves setting forth this vision and establishing the program’s direction, and empowering staff to deliver that vision. Since programs consist of projects and non-project work, it also involves identifying interdependencies between them and making timely decisions.  

Building relationships. Our program manager is responsible not only for identifying stakeholders that may influence or impact his or her program but also developing a stakeholder management plan, a stakeholder inventory, and a stakeholder management strategy to engage them throughout the program’s life cycle. The specific interests of each stakeholder must be noted and respected.  Dealing with the various stakeholder groups requires significant time and effort by the program manager and his or her team.

Negotiating. The large number of stakeholders typically involved with a program means that there is a need for the program manager to have the highest level of negotiation skills and competencies, which will be applied to such situations as negotiating for resources, making sure the program remains a top priority in the organization’s portfolio, influencing decisions when undergoing a review, and encouraging and promoting stakeholder support.

Thinking Critically. A critical thinker is one who has the ability to identify the important questions to ask and problems to solve in a way that defines them clearly. Thinking critically also means communicating effectively with others in formulating solutions to complex problems. Given the nature of the interdependencies on complex programs, the ability to "connect the dots" and understand the integrative nature of such endeavors is crucial to managing and controlling such efforts.

Facilitating. The program manager must set the stage for success by creating an environment in which people can do their assigned tasks without extensive roadblocks. If there are issues that require resolution, or risks in which the planned response is not effective, these then must be escalated to the program manager so he or she can assist the project manager or team member as quickly as possible.

Mentoring. Most programs last a number of years; as such, the program manager can expect staff turnover throughout its life cycle. The program manager needs to serve as/create mentors to team members so they can assume additional responsibilities and advance to positions of greater responsibility as the need demands.

Embracing Change. The program manager recognizes that changes are going to occur on the program, and they can be positive. He or she therefore must keep an open mind to, and embrace, change which will have a positive effect on program objectives.

Over the next decade, CNL will be transforming its Chalk River Laboratories (CRL) through the revitalization of essential site infrastructure, the decommissioning of aging infrastructure and a significant investment in new, world-class science facilities.  These are exciting times at CNL and we look forward to reviewing your application to be a part of our journey

Categories

Posted: 2018-10-30 Expires: 2018-12-14

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21150 Program Manager, Capital Projects

Canadian Nuclear Laboratories
Chalk River, Ontario K0J 1J0

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