Oracle Fusion ERP Implementation - Program Director

Program Director – Oracle Fusion ERP ImplementationRequired 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.