Sr. Project Manager - Change Management Lead

Turner & Townsend is a global professional services company with over 22,000 people in more than 60 countries.  Working with our clients across real estate, infrastructure, energy and natural resources, we transform together delivering outcomes that improve people’s lives. Working in partnership makes it possible to deliver the world’s most impactful projects and programs as we turn challenge into opportunity and complexity into success.  Our capabilities include program, project, cost, asset and commercial management, controls and performance, procurement and supply chain, net zero and digital solutions.  We are majority-owned by CBRE Group, Inc., the world’s largest commercial real estate services and investment firm, with our partners holding a significant minority interest. Turner & Townsend and CBRE work together to provide clients with the premier program, project and cost management offering in markets around the world.  The Change Management Lead owns the disciplined control of change across the program and leads the readiness governance required to move new systems into live operational use. This isn’t an administrative tracking role. The successful candidate directs the change control process end to end, connects program change to contractual change under the task order structure, integrates change with the program risk framework, and owns the readiness criteria and gates that delivery teams execute against.  ** Due to federal contract requirements, applicants must be U.S. citizens and capable of obtaining and maintaining a U.S. Public Trust security clearance. Employment is contingent upon successful completion of the Public Trust investigation. ** The role sits within the Delivery PMO and works across the client, the prime integrator, document control, quality management, delivery directors, and end user operational groups.  Program Context  The program supports FAA modernization of the National Airspace System under a single IDIQ award held by the prime integrator, executed through seven definitized task orders spanning communications, surveillance, automation, facilities, and Alaska. Work occurs at staffed air traffic facilities and at several hundred unstaffed infrastructure sites. Continuity of live air traffic operations is a non negotiable constraint on every change.  Key Responsibilities  Program Change Control  • Own and administer the program change control process, including intake, impact assessment, disposition, approval routing, and closure of all change requests.  • Assess and document the cost, schedule, scope, quality, and contractual impact of proposed changes before disposition, and present findings to the change control authority.  • Maintain the program change register as the single source of truth, and reconcile it against the baseline schedule, budget, and deliverables register.  • Prepare and present change packages to the Change Control Board, including recommendation, supporting analysis, and downstream implications.  • Ensure all approved changes are reflected in program baselines, deliverables documentation, and reporting within defined turnaround times.  Contractual Change Interface   • Identify where program change crosses into contractual change, and route it correctly rather than absorbing it. This includes task order modifications, engineering change proposals, and requests for equitable adjustment against definitized scope.  • Work with Contracts to assemble the cost and schedule basis supporting any change to definitized task order scope, pricing, or resourcing.  • Distinguish directed change from constructive change, and escalate potential constructive change promptly so that the program preserves its position.  • Maintain traceability from each change request through to its contractual disposition, so that the record supports audit and any future adjustment.  Risk Integration  • Integrate change management with the program risk management process, ensuring that every material change is assessed for risk creation, transfer, or retirement.  • Maintain traceability between the risk register and the change register so that leadership can see cause and effect rather than two disconnected logs.  • Escalate emerging risk concentrations and change trends to the PMO Director with a recommended course of action.  Transition and Operational Readiness  Site cutover sequencing is executed by the delivery organization in coordination with the prime integrator and installation vendors. This role owns the framework and the gates, not the field execution.  • Develop and own the transition readiness framework, including readiness criteria, go and no go gates, operational acceptance conditions, and rollback provisions.  • Confirm readiness against those criteria ahead of each cutover, and report readiness status honestly to the delivery directors and the client.  • Identify operational impact on facility personnel well ahead of cutover, and ensure mitigation is built into the plan rather than into an after the fact communication.  • Coordinate with the responsible delivery teams on post transition stabilization and lessons learned.  Workforce Readiness and Adoption  • Lead stakeholder analysis, impact assessment, and adoption planning for each affected user group.  • Direct the development of training, job aids, and support materials in partnership with the responsible delivery teams, and confirm that competency is achieved rather than merely delivered.  • Identify sources of resistance early, engage them directly, and report honestly on adoption status rather than on activity completed.  • Define and track adoption and proficiency measures, and report them alongside delivery metrics.  • Observe the program guidelines for engagement with FAA labor unions in all readiness and adoption activity.  Governance, Reporting, and Leadership  • Serve as the program authority on change management methodology, and establish co