Senior IT Project Manager

Senior Project Manager

Client is an MEP construction and service firm scaling from $1.1B to $2.5B in revenue across three operating companies, and the IT portfolio is scaling with it. In under two years the organization has stood up an Azure data lake and warehouse, brought Microsoft Fabric live, implemented Oracle EPM, launched an enterprise CRM selection, and begun consolidating four ERP environments. The Senior Project Manager is the person who makes that portfolio land — on scope, on schedule, and in a way the field and back office will actually adopt. This is a hands-on delivery role, not an administrative one. You will personally run the largest and most cross-functional IT programs — ERP consolidation workstreams, CRM implementation, data platform build-out, integration and AI initiatives — while establishing the project management standards, intake process, and reporting cadence a growing IT function needs. Success is measured in delivered outcomes and credible commitments: business sponsors who know what they are getting and when, and project teams that are not surprised.

Project & Program Delivery

• Own end-to-end delivery of assigned enterprise IT projects and programs — charter, scope, schedule, budget, resourcing, risk, change control, testing, cutover, and post-go-live stabilization.
• Serve as lead project manager on the highest-complexity initiatives in the portfolio, including ERP consolidation workstreams, the enterprise CRM implementation, data platform and integration build-out, and infrastructure or M&A integration projects.
• Build and maintain realistic integrated schedules that reflect operating company availability, seasonal field workload, and fiscal-year and month-end constraints — not idealized plans.
• Run disciplined risk and issue management with named owners, escalation thresholds, and decision logs; escalate early rather than absorbing slippage silently.
• Own project financials — estimate to complete, forecast versus approved budget, capital versus expense treatment, and vendor invoice validation against milestones.
• Drive user acceptance testing, training, cutover, and adoption planning with the business, treating change management as part of delivery rather than an afterthought.
• Manage post-acquisition IT integration projects as Client continues to acquire, including system rationalization, user onboarding, and data migration.

PMO Practice & Governance

• Establish and operate the IT project intake, prioritization, and demand management process so the portfolio is sequenced against capacity rather than by whoever asks loudest.
• Define and maintain the project management standards for IT — lifecycle stage gates, templates, estimating norms, RAID discipline, status reporting, and closeout criteria — sized to a lean function, not a bureaucracy.
• Produce executive-level portfolio reporting for the VP of Information Technology and business leadership: status, milestones, spend, risks, and dependencies across the portfolio in one consistent view.
• Maintain the cross-project dependency map — the ERP, CRM, data platform, and integration programs share the same people, systems, and cutover windows.
• Mentor project coordinators, analysts, and IT leads who run smaller efforts, raising delivery consistency across the department.
• Contribute to annual IT planning, capital request preparation, and multi-year roadmap sequencing.

Data & Integration Projects

• Lead projects that depend on data as the deliverable, not just the byproduct — reporting migrations, master data cleanup, data warehouse and Microsoft Fabric build-out, and analytics rollouts.
• Plan and manage data migration and data conversion workstreams across four ERP environments (IFS Cloud, Vista/Viewpoint, Sage Intacct, ComputerEase), including extract, cleanse, map, load, and reconciliation cycles with business sign-off at each stage.
• Partner with the data and integration teams to schedule Boomi integration work, retire point-to-point integration debt, and sequence API-based patterns alongside application projects.
• Build data quality, master data, and reconciliation acceptance criteria into project plans so systems go live on trusted data — one customer definition, one work order process, one employee record.
• Coordinate reporting and analytics deliverables with the data team so business users have Power BI reporting ready at go-live, not months after.
• Ensure projects produce the documentation, lineage, and access controls needed to withstand sponsor and transaction diligence.

AI & Emerging Technology

• Manage delivery of AI initiatives across the portfolio — Microsoft Copilot rollout and adoption, document and submittal automation, field and service workflow assistants, estimating and takeoff support tools, and AI-assisted reporting.
• Run AI use case intake and evaluation with a consistent framework: business problem, data readiness, expected benefit, risk, cost to run, and how success will be measured — so pilots are chosen deliberately rather than by vendor pitch.
• Insist on the prerequisites before AI projects start — governed data, documented lineage, defined access controls, and a named business owner — coordinating with the data and cybersecurity functions.
• Manage responsible-use guardrails in partnership with cybersecurity, legal, and HR: acceptable use, data residency and confidentiality, customer and employee data handling, and human review of AI output where it touches contracts, safety, or pricing.
• Drive AI projects past the pilot stage into measured production adoption, including training, workflow redesign, and benefit tracking; recommend shutting down pilots that do not earn their keep.
• Track the AI capabilities arriving natively in the ERP, CRM, EPM, and Microsoft 365 stack, and sequence them into the roadmap rather than building custom equivalents.

Stakeholder & Vendor Management

• Act as the primary delivery contact for business sponsors across the three operating companies — finance, operations, service, preconstruction, HR, and field leadership.
• Manage implementation partners, systems integrators, and software vendors against statements of work, milestones, deliverable quality, and knowledge transfer commitments.
• Negotiate and control scope with vendors and sponsors alike, and hold partners accountable to committed timelines without damaging the relationship.
• Translate between technical teams and non-technical stakeholders, including field and shop personnel who will use the systems.