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Senior Fun Project Management Jobs in Colorado (NOW HIRING)

Pivot Energy

Director, Project Management

Denver, CO · On-site

The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction ...

Pivot Energy

Director, Project Management

Denver, CO · On-site

$140K - $180K/yr

The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction ...

Pwc

Oracle PMO - Senior Manager

Denver, CO

$124K - $280K/yr

Industry/Sector Not Applicable Specialism Oracle Management Level Senior Manager & Summary The Opportunity As an Oracle PMO - Senior Manager, you will lead and manage large-scale Oracle ...

Pivot Energy

Director, Project Management

Denver, CO · On-site

The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction ...

Wember Inc.

Sr Project Manager

Colorado Springs, CO · On-site

$135K - $150K/yr

Wember is an employee-owned company that serves as the owner's representative in the management of ... The Senior Project Manager will lead complex project teams from initiation through completion ...

Wember Inc.

Sr Project Manager

Colorado Springs, CO · On-site

$135K - $150K/yr

Wember is an employee-owned company that serves as the owner's representative in the management of ... The Senior Project Manager will lead complex project teams from initiation through completion ...

Quantix

Project Manager, Senior

Aurora, CO

Required Skills: 1) Senior-level Project Management 2) Healthcare 3) Experience with IT related projects Desired: 1) Payer (health insurance) experience Qualifications Required Skills: 1) Senior ...

TRC Companies, Inc.

Senior GIS Project Manager

Denver, CO · On-site

$158K - $178K/yr

... have fun tackling the world's most challenging projects. At TRC, Member of WSP, you can have a ... Determine opportunities for process improvement and change management. * Enable enhanced ...

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Senior Fun Project Management information

How do Senior Fun Project Managers typically balance creativity with meeting project deadlines and objectives?

Senior Fun Project Managers are responsible for delivering engaging and innovative projects while ensuring they are completed on time and within scope. This balance is achieved by fostering a collaborative team environment where creative brainstorming is structured within clear milestones and timelines. They often use agile methodologies to allow for flexibility and iterative feedback, ensuring that creative ideas are incorporated efficiently without compromising on deliverables. Strong communication and proactive risk management are essential, enabling them to align the team's enthusiasm with the project's strategic goals.

What are the key skills and qualifications needed to thrive as a Senior Project Manager, and why are they important?

To thrive as a Senior Project Manager, you need extensive experience in project management, strong leadership abilities, and typically a bachelor's degree, often complemented by PMP or similar certifications. Familiarity with project management software such as Microsoft Project, Jira, or Asana is essential for planning and tracking progress. Outstanding communication, problem-solving, and stakeholder management skills make someone excel in this role. These skills ensure that complex projects are delivered on time, within scope, and meet organizational objectives while effectively leading teams.

What is a Senior Fun Project Manager?

A Senior Fun Project Manager is a professional responsible for overseeing and coordinating projects that are designed to be engaging, enjoyable, and foster team spirit or creativity within an organization. They plan, execute, and manage events or initiatives—such as team-building activities, company celebrations, or creative workshops—ensuring they align with organizational goals and deliver a positive experience for participants. This role often requires strong organizational, communication, and leadership skills, as well as the ability to balance fun with effective project management. Senior Fun Project Managers also often measure the impact of their projects and adjust strategies to maximize engagement.

What is the difference between Senior Fun Project Management vs Fun Project Coordinator?

AspectSenior Fun Project ManagementFun Project Coordinator
CredentialsExperience in project management, relevant certifications (PMP, CAPM)Entry-level or related certifications, some experience preferred
Work EnvironmentLeading projects, strategic planning, team oversightAssisting with project tasks, coordinating activities
Employer & Industry UsageUsed in entertainment, event planning, corporate fun initiativesCommon in event planning, team-building activities, entertainment sectors

Senior Fun Project Management involves leading and strategizing fun projects, requiring experience and certifications. Fun Project Coordinators support project execution, focusing on coordination and logistics. Both roles are vital in entertainment and event industries, but differ in responsibility level and scope.

What are the most commonly searched types of Fun Project Management jobs in Colorado? The most popular types of Fun Project Management jobs in Colorado are:
What cities in Colorado are hiring for Senior Fun Project Management jobs? Cities in Colorado with the most Senior Fun Project Management job openings:
Senior Fun Project Management jobs near you
Infographic showing various Senior Fun Project Management job openings in Colorado as of July 2026, with employment types broken down into 50% Full Time, and 50% Part Time. Highlights an 100% In-person job distribution.
Director, Project Management

Director, Project Management

Pivot Energy

Denver, CO • On-site

Full-time

Posted 17 days ago

Job description

ROLE OVERVIEW
The Director of Project Management leads Pivot Energy's project management execution across assigned portfolios, regions, customer programs, or enterprise-client workstreams, including greenfield, brownfield, roof top, carport, Mergers & Acquisitions, Tax Credit Transfers, Renewable Energy Credits, and other multi-site programs.
Through disciplined project controls, contract management, team leadership, proactive risk management, and servant-leader principles, this role ensures assigned projects are executed in alignment with Pivot's standards for cost, schedule, quality, compliance, documentation, and reporting.
The role manages and develops Project Managers, Senior Project Managers, Assistant Project Managers, and Coordinators. It also serves as connective tissue between Project Management, Preconstruction, Construction Management, Quality Control, Procurement, FP&A, Accounting, Legal, Development, Asset Management, O&M, Revenue Operations, and executive leadership.
The role is expected to create confidence in the portfolio by ensuring that project data is current, contract obligations are understood, risks are known, formal notices are managed, forecasts are credible, schedules are actively governed, and project teams are operating with discipline.
PRIMARY RESPONSIBILITIES
1. Stakeholder Management
  • Lead, coach, and hold PMs accountable for disciplined stakeholder communication across internal teams, external contractors, clients, consultants, investors, IE/lender representatives, and executive stakeholders.
  • Ensure PMs provide clear, timely, fact-based updates using Procore, Power BI, project controls reports, and approved reporting cadences.
  • Maintain alignment between Pivot, EPCs, consultants, internal stakeholders, and contract obligations.
  • Lead portfolio health reviews and ensure risks, variances, open issues, delays, recovery plans, and decision needs are surfaced clearly.
  • Ensure communication is direct, professional, kind, and commercially disciplined.
  • Remove cross-functional friction between Project Management, Preconstruction, Procurement, Construction Management, FP&A, Accounting, Legal, Compliance, Asset Management, O&M, and Revenue Operations.
  • Ensure executive leadership receives reliable information early enough to make decisions.

2. Contract Management
  • Ensure PMs understand and actively manage the contract, not just the relationship.
  • Enforce DOA-compliant commitments, change management, approval routing, and contract administration.
  • Ensure formal notices are issued, received, tracked, evaluated, and escalated appropriately.
  • Oversee contractor accountability for milestone obligations, reporting obligations, submittals, QA/QC documentation, PWA /compliance obligations, schedule updates, change orders, pay applications, and closeout deliverables.
  • Ensure Procore Change Events are used to capture issue, cause, impact, options, timing, responsibility, and commercial resolution.
  • Partner with Legal on disputed issues, claims, delay notices, contract interpretation, risk posture, and precedent-sensitive decisions.
  • Ensure PMs protect Pivot's commercial position while maintaining constructive contractor relationships.
  • Confirm that PMs understand the distinction between relationship management and contract management.

3. Schedule Management
  • Oversee portfolio schedule performance and ensure projects are managed against approved baseline schedules, guaranteed dates, contractual milestones, P90 dates, and externally committed dates.
  • Ensure PMs understand critical path, schedule logic, procurement dependencies, utility milestones, permitting constraints, energization activities, commissioning sequences, and turnover requirements.
  • Require timely schedule updates, recovery plans, variance explanations, and escalation of schedule risk.
  • Coordinate with Construction Management and contractors to validate field progress against reported progress.
  • Ensure Pivot's schedule data is current, trustworthy, and usable for decision-making by Delivery, FP&A, Development, executive leadership, investors, and other stakeholders.
  • Ensure schedule movement is contractually understood before dates are accepted, communicated, or relied upon.
  • Prevent casual rebaselining that obscures performance or weakens accountability.

4. Financial Management
  • Oversee project-level and portfolio-level financial performance across budget, commitments, actuals, forecast, contingency, allowance usage, change events, change orders, cash flow, draw readiness, and EAC.
  • Ensure PMs understand and use job costing methodologies, cost codes, cost types, Procore budgets, commitments, ERP data, and Power BI reporting in a disciplined way.
  • Ensure cost forecasts, cash-flow projections, cost-to-complete, estimate-to-complete, and EAC forecasts are timely, current, explainable, and reviewed with appropriate rigor.
  • Partner with FP&A, Accounting, and Finance to support accurate forecasting, accruals, draw packages, margin visibility, and portfolio predictability.
  • Hold PMs accountable for recognizing risks before they become overruns.
  • Ensure PMs understand that Cost to Complete is the remaining known cost, Estimate to Complete is the remaining expected cost, and Estimate at Completion is the final expected cost outcome.
  • Challenge optimistic forecasts that ignore pending change events, contractor claims, productivity impacts, schedule delays, allowance exposure, or unresolved commercial issues.
  • Ensure financial reporting is aligned with actual project conditions and contract obligations.

5. Quality Management
  • Enforce Pivot's QA/QC standards through PM leadership, Construction Management coordination, Procore workflows, inspections, observations, NCR tracking, Action Plans, commissioning documentation, and closeout controls.
  • Ensure quality issues are documented, tracked, resolved, and escalated appropriately.
  • Coordinate with Construction Management, Quality Control, contractors, OE, IE, and other stakeholders to validate construction progress and quality readiness.
  • Monitor energization, commissioning, performance testing, capacity testing, mechanical completion, substantial completion, and final completion readiness.
  • Ensure quality documentation aligns with Pivot, client, lender, IE, O&M, Asset Management, and Revenue Operations expectations.
  • Ensure lessons learned are captured and fed back into the Delivery Playbook, Preconstruction, contractor scorecards, and future execution standards.

6. Compliance Management
  • Oversee project-level compliance documentation and PM accountability for environmental, safety, IRA PWA, Domestic Content, FEOC, permit, utility, interconnection, lender, and contractual compliance obligations.
  • Ensure compliance requirements are visible in project controls and understood by PMs and contractors.
  • Partner with Compliance, Legal, Asset Management, O&M, Revenue Operations, Procurement, and external consultants to ensure continuity from execution through COD and turnover.
  • Ensure PMs understand changes in compliance requirements and integrate those requirements into contractor expectations, reporting, documentation, and project execution.
  • Escalate compliance gaps early enough to protect tax, revenue, financing, safety, and operational outcomes.

7. Risk Management
  • Maintain portfolio-level visibility into schedule, cost, scope, contract, quality, compliance, permitting, utility, contractor, stakeholder, and documentation risk.
  • Ensure PMs maintain current project risk registers with meaningful mitigations, ownership, dates, and escalation paths.
  • Conduct regular risk reviews with PMs and escalate material, systemic, or precedent-setting risks to senior leadership.
  • Promote the operating expectation: identify early, act fast, communicate clearly, report accurately.
  • Ensure PMs do not confuse risk awareness with risk management. Risks must be quantified, assigned, tracked, mitigated, and escalated.
  • Ensure risk registers, change events, formal notices, schedule variances, financial forecasts, and executive reporting tell the same story.
  • Protect Pivot from late surprises by requiring disciplined issue capture and escalation.

8. Document Management
  • Enforce document-control discipline across Procore, Intacct-related financial workflows, project records, RFIs, submittals, change events, meeting minutes, formal notices, pay applications, schedule updates, closeout records, lender deliverables, commissioning documentation, and turnover packages.
  • Ensure PMs maintain reliable records that support contract enforcement, financial reporting, lender diligence, compliance audits, claims defense, lessons learned, and asset turnover.
  • Uphold naming conventions, version control, metadata, approval routing, and document storage expectations.
  • Ensure project records are accurate enough to support executive reporting and future portfolio learning.
  • Reinforce the principle that poor documentation weakens accountability, claims position, project continuity, and institutional memory.

Technical / Functional Standards
  • Renewable energy project delivery, including PV, BESS, DG, community solar, C&I, brownfield, greenfield, and multi-site program execution.
  • Owner-side IPP project delivery and the financial, contractual, operational, and stakeholder obligations that come with owning and operating assets.
  • Design-Build, Integrated Design-Build, EPC, and related delivery methodologies.
  • Contract administration, formal notice management, change order governance, claim exposure, and commercial risk control.
  • CPM schedule review, schedule baseline management, recovery planning, and milestone accountability.
  • Job costing methodology, cost code structure, cost type usage, budget governance, commitments, actuals, forecasts, EAC, CTC, ETC, contingency, allowances, and cash flow.
  • Procore, Intacct, Power BI, Salesforce, and related project controls systems.
  • QA/QC workflows, inspections, observations, NCRs, Action Plans, commissioning, testing, turnover, and closeout.
  • Compliance management, including PWA, Domestic Content, FEOC, safety, environmental, permitting, lender, and contractual compliance.
  • Portfolio risk management, including risk registers, issue logs, change events, escalation pathways, and executive reporting.
  • Team leadership, coaching, performance management, talent development, and succession planning.

Behavioral / Judgment Standards
This role is expected to:
  • lead with clarity, kindness, candor, consistency, and accountability;
  • protect relationships while protecting Pivot's contract, financial, schedule, and compliance position;
  • distinguish facts, assumptions, forecasts, commitments, risks, and unresolved issues;
  • operate effectively when facts are incomplete but decisions still need to be made;
  • coach PMs to think commercially, not just administratively;
  • escalate early, with analysis and options;
  • avoid surprise-based management;
  • reinforce standards without becoming rigid or bureaucratic;
  • use data to support judgment, not replace it;
  • hold contractors accountable without damaging long-term partner relationships unnecessarily;
  • hold PMs accountable without taking their work away from them;
  • develop APMs into PMs, PMs into Senior PMs, and Senior PMs into future Directors;
  • build a team culture where good process creates better outcomes.

REQUIRED COMPETENCIES
  • 10+ years of project management, construction management, project controls, EPC, IPP, renewable energy, infrastructure, or large-scale construction experience.
  • 3+ years of people leadership, portfolio leadership, or programmatic project delivery leadership.
  • Demonstrated experience managing multi-project portfolios or complex construction programs.
  • Strong understanding of project controls integration across cost, schedule, scope, risk, contract, document, and reporting systems.
  • Strong understanding of contract administration, formal notices, change management, claim avoidance, and contractor accountability.
  • Working knowledge of Procore, ERP systems, Power BI or similar dashboards, and project reporting systems.
  • Ability to lead through ambiguity, friction, competing stakeholder priorities, and incomplete information.
  • Strong written and verbal communication skills.
  • Strong judgment in escalation, prioritization, risk framing, and team leadership.

PREFERRED COMPETENCIES
  • Experience in renewable energy, distributed generation, community solar, commercial solar, utility-scale solar, BESS, or IPP project delivery.
  • Experience with owner-side project execution, lender / IE requirements, asset turnover, and operational handoff.
  • Experience with Procore, Sage Intacct, Salesforce, Power BI, and integrated project controls environments.
  • PMP, DBIA, CCM, PE, or similar credential preferred but not required.
  • Experience developing project managers and building repeatable project delivery standards.
  • Experience with contractor scorecards, portfolio dashboards, lessons learned programs, QA/QC programs, and delivery playbooks.
  • Experience supporting executive-level reporting, investor reporting, or board-level project performance narratives.

Core Capabilities
  • Portfolio leadership
  • Team development
  • Project controls fluency
  • Contract discipline
  • Schedule discipline
  • Financial forecasting judgment
  • Risk identification and escalation
  • QA/QC and compliance awareness
  • Contractor accountability
  • Cross-functional leadership
  • Data govern

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