Project Controls Manager

Purpose: As part of a project leadership team, APMT are looking for an individual to lead the project controls discipline for the SCTT Equipment Electrification Upgrade project, starting Q3 2026. The role is the Project Controls Manager.  This position requires the Project Controls Manager to be based full-time on site in Port Said, Egypt. The role is highly hands-on and requires the successful candidate to actively perform detailed planning and scheduling activities, while also leading and overseeing the overall Project Cntrols function across the project. The Project Controls Manager will be supported by a direct-report team member responsible for cost control and change management functions. Project implementation is a key value driver in APM Terminals (APMT). Our ability to build a container terminal, establish an operational organisation and secure commercial business delivers real NPV to APMT and the broader A.P. Møller – Mærsk (APMM) business. Equally, if we are able to improve on the original plans for a project, we may be able to secure incremental value for the entire APMM group and broader stakeholders. To be successful in this role, we need our Project Controls Manager to deliver in three areas:A source of one-truth on performance. Transparent and purposeful communication is essential. This will include internal (the broader project team) and external (broader APMM and external) stakeholder communication. Building rapport, project-wide commitment (to accurate reporting and planning) and psychological trust will be critical to providing accurate information.A centre of excellence for project management knowledge to support decision making. Knowledge of project management best practice and tools, and an understanding of lean will be important. Success will be possible if the project can remain focusssed on customer value, even if this evolves from what it looks like today. A driving force for proactive and effective project management and leadership. To facilitate the management of project performance, projects need to be proactive. This means a strong knowledge and responsibility for reporting on leading and lagging indicators. Project controls is a key technical function to deliver our project success criteria and ultimately the benefits back to the business. How this is led and delivered is just as essential as what is delivered. We believe it requires transparency on the results, great knowledge or experience to draw upon, and a mindset focussed on predicting and improving in the future.   ACCOUNTABILITIES These are the areas of the project where the PCL will have ownership, including of the consequences, no matter how, where or who undertakes the work or tasks.  Project controls reportingThe overall project “Way of Working”, including meetings, adherence to standards and APMT processConsolidation and adherence (by the project) to:Project controls tools, including Primavera P6 planning and scheduling, WBS structures, and Advanced Work Packaging (AWP)Project Execution Plan (PEP), including project management plans, planning and scheduling methodologies in Primavera P6, WBS alignment, and Advanced Work Packaging (AWP)Leadership of project controls function (including, if necessary, team leadership), including performing of planning and scheduling activities in Primavera P6, WBS management, and Advanced Work Packaging (AWP)