Oracle Fusion ERP Implementation - Program Director
E-solutions- Posted 3 hours ago
- Be among the first 10 applicants
Job Description
Program Director – Oracle Fusion ERP Implementation
Required Technical Skill Set-
- End-to-end programme leadership of large, multi-module Oracle Fusion Cloud ERP implementations (Finance, SCM, HCM, Payroll, EPM/Primavera P6) across multiple legal entities and geographies (GCC & India).
- Setup and running of a PMO / Governance office reporting to client IT management; SteerCo, ITMO and Program Board governance.
- Demonstrable delivery leadership within EPCI / Oil & Gas / Capital-Project or asset-intensive industries, preferably in the GCC.
Must-Have
· 12–15 years of ERP programme delivery with at least 2–3 end-to-end Oracle Fusion Cloud ERP implementations delivered as Program Director / Program Manager (not as a functional lead).
· Deep hands-on command of Oracle's True Cloud Method – Plan, Architect, Configure & Prototype (CRPs), Validate (SIT/UAT), Deploy (Cutover), Operate (Hyper-care) – and all associated stage-gate artefacts.
· Programme planning, milestone & KPI definition, RAID (Risk/ Issue/ Assumption/ Dependency) management and Change Advisory Board (CAB) scope control.
· Commercials & delivery control for fixed-price / T&M engagements – milestone-based billing, resource locking, service-credit / SLA governance.
· Central PMO dashboard ownership (MS Project / Primavera P6 / Smartsheet) – schedule baseline vs actual, defect aging, RICE-W backlog, adoption metrics.
· Strong governance & stakeholder command up to CXO / Program Sponsor level; able to run SteerCo, chair CAB and drive go/no-go decisions.
· Proven control of scope, schedule, cost, quality and risk on multi-entity, multi-geography programmes; water-tight RAID and change control.
· PMP / PRINCE2 / Oracle Cloud programme credentials; command of stage-gate delivery and milestone-based commercial governance.
Roles & Responsibilities
· Own end-to-end delivery of Program Synergy – scope, schedule, cost, quality, risk and client satisfaction across Phase 1 and Phase 2 modules.
· Establish and run the PMO / Governance office reporting to Lamprell IT management; define governance model, escalation matrix and SteerCo cadence (weekly tactical, monthly executive).
· Secure sign-off of the Project Charter, Project Initiation Document and integrated plan before commencing / progressing each stage gate.
· Drive Oracle TCM stage gates and ensure delivery of all standard artefacts (Process Decision Documents, Configuration Workbooks, RICE-W register, Test Plan, Cutover Runbook, Cut-over Decision Log).
· Maintain a single source of truth PMO dashboard (schedule baseline vs actual, milestone burn-down, defect aging, RICE-W backlog, training & adoption metrics) with read access for the client PMO.
· Own the Risk, Issue and RAID registers; drive mitigation and timely escalation of impacts to timelines, cost and deliverables.
· Control scope through the Change Advisory Board (CAB); assess cost / timeline impact of change and prevent unmanaged scope creep.
· Govern resource mobilization (onsite/offshore mix), visa & gate-pass readiness, resource locking (>80% named key personnel) and timely replacements.
· Chair Go/No-Go and cutover command-centre decisions; own named decision authority for cutover and rollback.
· Manage milestone-based billing / commercials, SLA & service-credit governance, and status reporting (weekly, fortnightly, monthly) to client IT management.
Expectations
· Act as the single point of accountability to Lamprell leadership for programme outcomes and value realization.
· Deliver stage gates on time, within budget and to agreed quality, with defect leakage, performance and data-accuracy thresholds met.
· Keep senior stakeholders aligned through crisp, executive-level communication and pre-emptive risk management.
· Ensure hyper-care exit criteria are met (zero P1 outstanding, SLA attainment ≥ 95%, KPIs measured vs baseline) and orchestrate clean transition to internal IT/support.
· Institutionalize learnings from prior engagements to keep documentation water-tight and minimize downstream change requests.
