AIGENISS SYSTEM & TECHNOLOGIES PVT LTDPROJECT MANAGER | JD
AIGENISS | PEOPLE & ORGANISATION
PROJECT MANAGER
JOB DESCRIPTION
FUNCTIONProjects & EngineeringLOCATIONCHENNAI/BENGALORE / Project Sites - PAN IndiaREPORTING TODirector - India OperationsEMPLOYMENTFull TimeEXPERIENCEMinimum 15 years relevant experienceINDUSTRY FOCUSFire | Security | Telecom | ELV | Integrated Technology

ROLE MANDATE Own assigned projects end-to-end - from contract handover and planning through engineering, procurement, execution, commissioning, billing, cash flow, customer acceptance and final commercial closure.

ABOUT AIGENISS
AIGENISS Systems & Technologies Pvt Ltd is a Unified System Integrator, Technology Service Provider and EPCC Contractor delivering integrated Fire, Security, Telecom, ELV and Technology Infrastructure solutions across India.
SUCCESS MEANS
Projects delivered safely, on time, within approved cost, at committed margin and with complete technical/commercial closure.LEADERSHIP EXPECTATION
Drive actions to closure. Anticipate risks early. Coordinate across functions. Escalate with facts, impact and recommended action.

1ROLE PURPOSE
The Project Manager is the single-point owner for assigned projects and is accountable for integrated delivery across schedule, engineering, procurement, site execution, customer management, commercial performance and closure.

- Deliver projects on time and against contractual milestones.
- Maintain approved project cost and protect committed gross margin.
- Ensure timely engineering, approvals, procurement and material availability.
- Control site execution, manpower productivity, quality and safety.
- Drive billing readiness, certification, cash-flow visibility and collection support.
- Protect AIGENISS contractually through timely notices, variation control and records.
- Ensure complete technical, documentation and commercial closure.

ACCOUNTABILITY PRINCIPLE A delay may originate in Engineering, Procurement, Finance, a vendor, subcontractor or the customer; however, the Project Manager remains responsible for identifying the impact early, driving resolution and escalating before the issue becomes a project failure.2PROJECT INITIATION & CONTRACT REVIEW

- Conduct detailed contract, PO/LOA, scope, BOQ, specification and drawing review.
- Identify exclusions, assumptions, interfaces, dependencies and potential scope gaps.
- Review completion dates, milestones, LD exposure, payment terms, retention, BG requirements, warranty and acceptance conditions.
- Identify contractual notice periods and customer/consultant obligations.
- Conduct internal handover from Sales / Pre-Sales and establish action ownership.
- Prepare the Project Execution Plan, WBS, responsibility matrix and kickoff agenda.
- Lead internal and customer project kickoff meetings.

3PLANNING, SCHEDULING & PROJECT CONTROLS
Develop and maintain an integrated project programme covering the complete delivery chain:
DELIVERY CHAIN Engineering -> Approvals -> Procurement -> Manufacturing -> FAT -> Logistics -> Mobilisation -> Installation -> Testing -> Commissioning -> Training -> Handover -> Billing -> Closure

- Establish the baseline programme and identify critical-path activities.
- Prepare monthly, weekly and 3-4 week look-ahead plans.
- Measure planned versus actual progress using objective, weighted progress methodology.
- Maintain critical-path visibility and forecast milestone slippage early.
- Prepare recovery programmes including parallel activities, resource changes and expediting actions.
- Coordinate resource loading and site priorities with the approved programme.
- Report progress, constraints, risks and required management decisions accurately.

4ENGINEERING & TECHNICAL COORDINATION

- Coordinate timely preparation of shop drawings, material submittals, method statements, compliance documents and system architecture.
- Ensure interface drawings, equipment schedules, cable schedules, calculations and constructability requirements are addressed.
- Maintain an engineering/submittal tracker until approval and release for construction.
- Coordinate technical workshops with customers, consultants and internal engineering teams to close comments efficiently.
- Ensure approved-for-construction information reaches the site before work fronts are released.
- Control revisions and prevent execution based on obsolete or unapproved information.

5PROCUREMENT & MATERIAL MANAGEMENT
The Project Manager shall actively drive procurement and material readiness as a core project responsibility.

- Prepare the procurement schedule immediately after project start and identify all long-lead items.
- Freeze technical requirements and material approvals early enough to protect manufacturing lead times.
- Track RFQ, technical evaluation, commercial evaluation, PO, advance/LC, manufacturing, FAT, dispatch, customs and site delivery.
- Coordinate closely with Purchase / SCM and escalate delayed PO or payment actions with quantified schedule impact.




- Monitor vendor production and reserve FAT / inspection windows in advance.
- Plan logistics, storage and phased site delivery in line with the installation sequence.
- Maintain material requirement forecasts and avoid preventable last-minute shortages.

Minimum Procurement Control Points
RFQTBECBEPOPaymentMfg/FATDispatchDeliveryDate / StatusDate / StatusDate / StatusDate / StatusDate / StatusDate / StatusDate / StatusDate / Status6SITE EXECUTION & RESOURCE MANAGEMENT

- Lead mobilisation, work-front planning, manpower deployment, tools and equipment readiness.
- Link manpower plans to quantity, productivity, available work fronts and required completion dates.
- Monitor daily output and weekly production targets rather than headcount alone.
- Coordinate access, permits, material availability and inter-discipline interfaces.
- Drive installation quality, inspection readiness, rework prevention and safety compliance.
- Maintain transparent site progress records and measurement evidence.

PRODUCTIVITY RULE More manpower does not automatically create more progress. The PM must ensure drawings, material, access, supervision, tools and work fronts are ready before increasing resources.

7SUBCONTRACTOR MANAGEMENT

- Define subcontract scope, BOQ, rates, deliverables, milestones and interfaces clearly.
- Validate manpower plans and daily/weekly productivity targets.
- Monitor quality, safety, measurement, resource deployment and adherence to programme.
- Control subcontractor variations and back-charges where applicable.
- Certify progress only against verified actual work and contractual entitlement.
- Drive timely subcontractor punch-list, documentation and commercial closure.

8CLIENT, CONSULTANT & MAIN CONTRACTOR MANAGEMENT

- Act as the principal project interface for assigned projects.
- Lead progress, coordination and escalation meetings with accurate data and action ownership.
- Maintain trackers for approvals, customer actions, access constraints and dependencies.
- Ensure verbal instructions with cost/time impact are documented and acknowledged.
- Resolve technical and commercial issues promptly while protecting AIGENISS contractual position.
- Maintain skilled customer relationships throughout execution and closure.

9COMMERCIAL, BILLING & CASH FLOW MANAGEMENT
The Project Manager shall take active ownership of project commercial performance and billing readiness.

- Understand the approved budget, cost baseline and committed gross margin.
- Monitor committed cost, actual cost and forecast cost to complete.
- Prevent uncontrolled scope creep and identify commercial impact immediately.
- Maintain billing milestones and ensure measurements, documents and certifications are ready on time.
- Monitor physical progress versus certified progress versus billed value versus collections.
- Prepare/update project cash-flow forecast and highlight cash exposure early.
- Support collection follow-up and resolve certification/documentation bottlenecks.
- Report potential cost overruns or margin erosion immediately with corrective actions.

COMMERCIAL DISCIPLINE Successful physical completion without billing, cash flow, margin protection and final account closure is not successful project management.10VARIATIONS, CLAIMS & CONTRACT ADMINISTRATION

- Identify scope changes and obtain written instructions wherever possible.
- Issue contractual notices within required timelines for delayed approvals, access, suspension, changes and other entitlement events.
- Maintain correspondence and evidence for customer-caused delay and disruption.
- Quantify cost and schedule impact of changes.
- Maintain the variation/claim register from the time an event occurs - not at project end.
- Coordinate EOT, claim and variation submissions with Commercial / Management.
- Drive variation approval, billing and recovery.

11RISK MANAGEMENT
Maintain a live Project Risk Register covering schedule, procurement, technical, commercial, customer, resource, subcontractor, cash-flow and safety risks.
RiskProbabilityImpactOwnerMitigation / Target DateProject-specific entryProject-specific entryProject-specific entryProject-specific entryProject-specific entry

- Assign owners and target dates to all significant risks.
- Escalate high-impact risks early with recommended mitigation.
- Update the register during regular project reviews and after major changes.

12COST & PROFITABILITY CONTROL

- Maintain visibility of contract value, project budget, commitments, actual cost and forecast cost to complete.
- Monitor procurement, subcontract, manpower, logistics and additional cost exposure.
- Track variation value and impact on final project margin.




- Forecast expected final gross margin and explain movements against baseline.
- Initiate corrective actions before margin erosion becomes irreversible.

13TESTING, COMMISSIONING & HANDOVER

- Prepare testing and commissioning programme well before installation completion.
- Coordinate FAT, SAT, approved test procedures and integrated system testing.
- Plan client/consultant witnessing, punch-point closure and retesting.
- Coordinate training, O&M; manuals, test certificates, spares and warranties.
- Ensure as-built drawings and final documentation are completed in parallel with commissioning.
- Obtain formal completion/acceptance documentation.

14PROJECT CLOSURE
A project is not complete when installation ends. The Project Manager remains accountable until technical, commercial and internal closure are achieved.
TECHNICAL CLOSURE
- Testing / commissioning
- Snag closure
- As-builts / O&M;
- Training / acceptance
- Spares / warrantyCOMMERCIAL CLOSURE
- Final measurements
- Variations / claims
- Final billing
- Subcontract/vendor closure
- Retention / final accountINTERNAL CLOSURE
- Cost review
- Lessons learned
- Document archive
- Warranty handover
- Closure report

15MANDATORY PROJECT CONTROLS & REPORTING Master Project Schedule Variation / Claim Register¢ 3-4 Week Look-Ahead Plan¢ Billing & Collection Tracker¢ Engineering / Submittal Tracker¢ Cash-Flow Forecast¢ Procurement Tracker¢ Project Cost / Forecast Report¢ Material Delivery Tracker¢ Action / Constraint Register¢ Site Progress Tracker¢ Testing & Commissioning Tracker¢ Manpower & Productivity Report¢ Project Closeout Tracker¢ Risk Register 16KEY PERFORMANCE INDICATORSKPIKEY MEASUREMENTSchedule PerformanceMilestones achieved against baselineEngineering PerformanceSubmission and approval cycleProcurement PerformanceMaterials available as plannedSite ProductivityPlanned versus achieved quantitiesCost PerformanceActual / forecast cost versus budgetGross MarginMargin maintained or improvedBilling PerformanceBilling aligned with physical progressCash FlowProject cash exposure controlledVariations / ClaimsTimely identification and recoveryClient SatisfactionRelationship and escalation managementQuality & SafetyRework, NCR and HSE performanceFinal ClosureTechnical and commercial closure achieved

17REQUIRED EXPERIENCE & QUALIFICATIONS

- 8-15 years of relevant project management / execution experience.
- Preferably 3-5 years in an independent Project Manager role with end-to-end accountability.
- Demonstrable experience managing medium to large Fire, Security, Telecom, ELV, ICT or integrated technology projects.
- Experience managing projects approximately in the INR 2 Crore to INR 20+ Crore range preferred.
- Experience dealing with end users, consultants, PMCs, EPCs, main contractors and subcontractors.
- Hands-on exposure to planning, engineering coordination, procurement, execution, testing/commissioning and final closure.
- Strong commercial awareness including billing, cash flow, variations, cost control and contract administration.

Educational Qualification

- B.E. / B.Tech in Electrical, Electronics, Electronics & Communication, Instrumentation, Computer Science or related engineering discipline.
- PMP, PRINCE2, Primavera P6, MS Project or relevant OEM/system certifications are advantageous.

18PREFERRED TECHNICAL EXPOSURE¢ Fire Alarm Systems¢ Data Centre / Server Infrastructure¢ CCTV / Video Surveillance¢ UPS Systems¢ Access Control & Intrusion Detection¢ Command & Control Centres¢ Public Address / Voice Evacuation¢ Building / Security Management Integration¢ Structured Cabling¢ Telecom Systems¢ LAN / Networking¢ Integrated ELV Systems
The Project Manager need not be the primary design engineer, but must possess sufficient technical understanding to lead integrated project execution and customer discussions confidently.
19CORE COMPETENCIES¢ Strong ownership¢ Negotiation¢ Conflict resolution¢ Structured project planning¢ Problem-solving¢ Written communication¢ Commercial awareness¢ Decision-making¢ Documentation discipline¢ Customer management¢ Risk anticipation¢ Follow-up and closure¢ Leadership¢ Vendor management¢ Ability to work under demanding timelines20LEADERSHIP EXPECTATION

- Lead cross-functional teams across Engineering, Planning, Procurement, Site Execution, Commercial/Finance support and subcontractors.
- Establish clear ownership, deadlines and escalation paths.
- Challenge repeated excuses and drive fact-based recovery actions.
- Communicate issues with impact, options and recommendation - not merely status.
- Build accountability and a closure-oriented project culture.

THE AIGENISS PROJECT MANAGER MINDSET
CEO OF THE PROJECT The Project Manager may not personally execute every activity, but remains accountable for ensuring every critical activity is Identified -> Planned -> Assigned -> Tracked -> Escalated -> Closed.
SAFETY + QUALITY + SCHEDULE + COST + MARGIN
CASH FLOW + CUSTOMER SATISFACTION + COMPLETE CLOSURE

Unified System Integrator | Technology Service Provider | EPCC ContractorPage 1

📌 Project Manager (Chennai)
🏢 Aigeniss
📍 Chennai