Head of IT Project Management

Head of IT Project Management

Chief Information Officer (CIO)

Style Textile, Quaid-e-Azam Industrial Estate, Lahore

Establish and lead Style Textile's IT project management function from the ground up, building the PMO discipline, methodology, and team needed to deliver high-impact, high-visibility technology initiatives — including enterprise ERP implementation (Oracle Fusion, Rise with SAP, or both) and business process re-engineering (BPR) — on time, on budget, and to the quality standard business leadership expects. Lead and develop a team of project managers, standardize project governance across the IT project portfolio, and act as the primary point of accountability for program delivery to the CIO and executive stakeholders.

1

Stand up a functioning PMO within the first 6–12 months — standardized methodology, project charter/gating process, RAID and status reporting templates — adopted across 100% of active IT projects.

2

Deliver the ERP implementation (Oracle Fusion and/or Rise with SAP) and BPR initiative within approved scope, budget, and timeline, with milestone/gate reviews met and no critical go-live failures.

3

Achieve target on-time, on-budget delivery rate across the full IT project portfolio (e.g., 85% of projects delivered within approved baseline), with variances flagged and escalated early rather than discovered late.

4

Maintain proactive risk/issue tracking across the portfolio, with zero major program risks surfacing without prior escalation to the CIO and sponsors.

6

Build and retain a capable project management team, with defined career paths, PM competency standards, and measurable improvement in team delivery maturity year over year.

7

Ensure system integrators and implementation partners (ERP vendors, BPR consultants) are governed under enforced SLAs and contract milestones, with formal performance reviews at each project phase.

1

Demonstrated experience leading complex, multi-phase ERP implementations (Oracle Fusion, SAP, or equivalent Tier-1 platforms) and business process transformation programs from business case through go-live and stabilization.

2

Ability to build a PMO from scratch — governance structures, methodology (waterfall/agile/hybrid as fit), reporting cadence, and portfolio prioritization — in an organization without prior formal PM discipline.

3

Proven ability to lead, mentor, and develop a team of project managers, building delivery capability and accountability across the group.

4

Skilled at managing senior executive stakeholders, driving organizational change adoption, and communicating program status, risk, and trade-offs clearly and candidly.

5

Experience managing implementation partners and system integrators, including contract milestones, deliverable acceptance, and dispute resolution.

6

Strong grasp of project financials, budget control, and risk trade-offs, with the judgment to escalate early rather than absorb risk silently.

• Founder's Mindset: Comfortable building PMO structure and discipline where none currently exists, without waiting for a fully formed mandate.
• Ownership & Accountability: Takes personal accountability for program outcomes — including those delivered through vendors and implementation partners — rather than deflecting to third parties.
• Transparency Under Pressure: Surfaces risks, delays, and bad news early and candidly, especially on high-visibility programs like ERP and BPR.
• Team Builder: Invests in developing project managers, not just directing them, and builds a PM function that outlasts any single program.
• Continuous Improvement: Treats PMO maturity as an evolving discipline, refining methodology and governance based on lessons learned from each major program.

• Status-Report Optimism: Presents projects as "green" until they visibly fail, rather than surfacing risk and variance early.
• Weak ERP/Transformation Experience: Lacks genuine hands-on experience running large ERP or BPR programs, and treats them like routine IT projects.
• Command-Without-Capability: Manages PMs by directive rather than building their capability, resulting in a team that cannot function independently.
• Vendor Passivity: Allows system integrators or implementation partners to drive the program timeline and scope without pushing back or enforcing contract milestones.
• Process Over Outcomes: Over-indexes on PMO process and documentation at the expense of actual delivery and business value.

• Bachelor's/Master's in Business Administration, Information Technology, Engineering, or related discipline; PMP, PRINCE2, or equivalent PM certification required; Agile/SAFe certification a plus.
• 12–15+ years of progressive project/program management experience, including direct leadership of at least one large-scale ERP implementation (Oracle Fusion, SAP, or comparable Tier-1 platform) from initiation through go-live.
• Prior experience managing a team of project managers and running a formal PMO function, ideally within a manufacturing or multinational/large-group environment.
• Demonstrated experience with business process re-engineering (BPR) initiatives and organizational change management.