Managing Director, Project Delivery (M3)

Summary

The Project Management Office (PMO) within the Office of the President works across the Agency to enable and support the implementation of our strategy. The team is responsible for the delivery of large and complex, transformational projects. It builds capacity to help our people lead and navigate change and focus our resources on the most important work.  The PMO partners with divisions and SCI/A to advance our breakthroughs and optimize SCUS’s contribution to the movement.

The Managing Director, Project Delivery sits within the PMO and is responsible for leading and enabling Project Managers (PMs) to deliver in accordance with our Save the Children project management methodologies.  You will line manage some (but not all) of the PMO Project  Leads.  You will have overall accountability for ensuring that the projects within their line of accountability successfully complete project management deliverables and move through project stage-gates, including directly managing interventions in projects where significant risk exists and support is needed.  

The Managing Director, Project Delivery will work closely with Save the Children International’s Transformational Delivery Team.

What You’ll Be Doing (Essential Duties)

Project Management and Delivery (40%)

• Coach, support, empower, and line manage (including performance management) assigned Project Leads with a long-term, cross-project view of coaching to develop the team as an organizational capability within the PMO.
• Provide project-related expertise and guidance to senior stakeholders within the Agency.
• Work with assigned Project Leads to ensure projects are supported by adequate Project and Change Management resources from the PMO, making decisions on assignments after consultation with project teams.
• Work with Project Leads to ensure that each transformation project has clear, effective governance and an operational acceptance process.
• Ensure that transformation projects are successfully completed and that Project Management deliverables are progressed through project stage-gates:
• Work closely with Project Leads in off-track projects to develop action plans to mitigate risk and attain green status
• In coordination with Project Leads, manage execution of interventions within projects where significant outcome risks are identified
• In some cases, this role may serve as the Project Lead on a high-visibility project, with the support of one or more Project Managers.

 Portfolio Management (30%)

• Prepare and maintain a high-level integrated plan across the portfolio: partner with Project Leads to ensure critical milestones are captured.
• Build an integrated resourcing plan across the portfolio: partner with Project Leads, BTS operations teams, and other key stakeholders to ensure resource needs are anticipated and communicated.
• Proactively monitor and raise key dependencies across projects within the portfolio.
• Support in the development and delivery of materials for SCUS’s Transformation Steering Group, leveraging the group for effective decision-making and intervention.
• Document and escalate any portfolio-level risks and issues for management by Sponsors or Transformation Steering Group/SLT.
• Maintain oversight into portfolio financials, supporting and driving annual and monthly budgeting activities.
• Lead on the annual Transformation Benefits Report, soliciting inputs from Project Leads and senior leaders, advising on how to identify and measure strong outputs.
• Partner with the Managing Director, Change Management to determine the best approach to integrated change management across the portfolio. Serve as the PMO divisional point-person for select divisions that need engagement from a broader portfolio lens.

PMO Operations and Capacity Building (30%)

• Maintain the development of the SC Project Management Methodology: own the methodology and manage any updates, be accountable for use of the methodology within the PMO.
• Partner with BTS to incorporate IT-related deliverables into the PM Methodology and to reflect preferred ways of working (e.g. with BTS product teams) into PMO guidance.
• Maintain accountability for the PM software used by the PMO, including any upgrades/shifts we might make to the preferred software. Manage relationship with vendor as well as guidance and training to Project Leads.
• Build out an annual workplan to attain and maintain the desired level of PMO maturity; ensure delivery against planned activities.
• Train and coach staff in the project-related methodologies, including Continuous Improvement, and Project Delivery