Department / Function: Project Management Office (PMO), Founder’s Office
Reports To: Manager – Founder’s Office
Role Type: Portfolio-level project governance and monitoring (head-office)
Portfolio Coverage: All Solar, Wind and BESS projects across India, from Investment Committee approval to Commercial Operation Date (COD) and project handover

Role Purpose

Run the central project-governance engine for Sunsure’s project portfolio. The role coordinates the review cadence between the EPC (Engineering, Procurement and Construction) functions and the Project Development team, monitors progress against the Annual Operating Plan (AOP), and ensures that slippages are flagged early and closed by the accountable function. Monitoring spans the full project lifecycle, from Investment Committee (IC) approval, through the land-acquisition and EPC schedules, to commissioning / Commercial Operation Date (COD) and handover. The role gives management a clear, single view of whether work is progressing to plan or needs intervention.

Scope

Provide PMO governance across the pan-India portfolio, working closely with Supply Chain Management, Engineering & Design, Project Management & Construction, Power Evacuation, Regulatory, Corporate Affairs, Business Development, Business Assurance, Project Finance and Finance & Accounts. The role owns the meeting, tracking and reporting mechanisms; the delivery of milestones remains with the respective functions.

Key Responsibilities

• Project Review Governance & Meeting Coordination
  1. Coordinate the weekly, monthly and quarterly project review calls between the EPC functions and the Project Development team, and the combined Project Development & Execution reviews.
  2. Draft and circulate the agenda at least two working days before every review, and collect written updates from the department leads / nominated persons a working day in advance so calls are spent on decisions and unblocking, not on collecting status.
  3. Record and circulate the Minutes of Meeting (MoM), capturing decisions, owners and due dates.
• Commitments, Actions & Slippage Tracking
  1. Maintain a running commitments-and-slippages tracker; open each review by walking through what was committed, what was delivered and what slipped, with reasons.
  2. Ensure every action item carries a single owner and a due date; record deliverables against each individual and follow up to closure.
  3. Escalate ageing, cross-functional or critical-path slippages to the Manager – Founder’s Office and management for timely intervention.
• AOP & Milestone Monitoring (IC Approval to Handover)
  1. Track each project against AOP targets across the lifecycle: IC approval, Notice to Proceed (NTP) stages, land-acquisition schedule, EPC award, procurement and delivery, construction, pre-commissioning, COD and handover to Asset Management.
  2. Consolidate Project Development and Project Construction schedules against the AOP timelines and present the integrated view to management; flag deviations and dependency risks early.
  3. Maintain the AOP-linked master schedule and support periodic AOP timeline revisions.
• Dashboards, MIS & Management Reporting
  1. Maintain the project master (PMC) tracker and project dashboards (Work-in-Progress dates, milestones, red / green flags) for portfolio-level visibility and accountability.
  2. Report to management on whether the portfolio is progressing to plan or slipping, with clear exceptions and recommended actions.
  3. Support lender and customer reporting dashboards and the Pulse-of-the-Company inputs.
• Budget, WBS & Commercial Coordination
  1. Coordinate project budget and Work Breakdown Structure (WBS) actions in SAP (L2 budget upload, WBS creation and release, and budget-reallocation routing), and support contingency-budget control per the Delegation of Authority (DOA).
  2. Maintain BOQ (Bill of Quantities) and cost-status visibility in coordination with Project Controls and Finance.
• Cross-Functional Trackers, Documentation & Compliance
  1. Maintain portfolio trackers including the customer PPA (Power Purchase Agreement) tracker and the litigation-notices tracker (with Legal).
  2. Coordinate audit-document collation for completed projects and internal review before submission to auditors; keep approved NFA (Note for Approval) / DOA records audit-ready.
  3. Support process standardisation and adoption, and coordinate ad-hoc data requests (e.g. insurance renewal data, internal supply-contract inputs).
• Stakeholder Coordination
  Act as the neutral coordination point across SCM, Engineering & Design, Project Management & Construction, Power Evacuation, Regulatory, Corporate Affairs, Business Development, Business Assurance and Project Finance, driving alignment without owning functional delivery.

Key Performance Indicators

• On-time agenda circulation (at least two working days in advance) and receipt of pre-read updates before each review.
• MoM and action-closure rate; completeness and currency of the commitments-and-slippages tracker.
• Milestone-adherence flagging: slippages identified and escalated before they hit the critical path.
• Accuracy and timeliness of dashboards, the PMC tracker and management reporting.
• Turnaround on cross-functional trackers (PPA, litigation, audit documentation) and WBS / budget coordination.

Candidate Profile

• Education: E. / B.Tech (Electrical / Civil / Mechanical) or equivalent; MBA and / or PMP / PRINCE2 preferred.
• Experience:Assistant Manager: 6+ years; Deputy Manager: 9+ years in PMO, project controls, planning or project management, preferably in renewable energy, power or infrastructure / EPC.
• Technical skills: Project scheduling (MS Project / Primavera), advanced Excel and dashboarding (Power BI), working knowledge of SAP PS / WBS and budgeting, and strong grasp of project-governance and milestone-tracking frameworks.
• Behavioural: Excellent coordination, follow-up and stakeholder management across senior cross-functional teams; crisp written communication (agenda, MoM, executive reporting); structured, detail-oriented and able to hold owners to commitments.
• Preferred: Exposure to multi-GW renewable IPP portfolios, AOP-driven project monitoring, and coordination from IC approval through COD and handover.