Senior Manager, Project Management

Senior Manager, Project Management:
 

Summary:

• Define the strategy and desired outcomes of assigned program(s) that are aligned to the strategic objectives of the business. Responsible for developing, planning, and managing implementation of activities for extremely complex programs with broad scope, high impact and long implementation time frames.
• Lead both the conversion as well as the business change required, while ensuring that day-to-day operations keep functioning flawlessly during the transition.
• Consult with program sponsors, participants, stakeholders and customers to review program proposals including goals, time frames, and funding limitations.
• Ensure that program goals are accomplished and in line with business objectives. Develop and manage multiple program budgets. Responsible for managing the program teams and ensuring corporate sponsorship from cross-business unit leadership.

Scope:

• Monitors and manages the completion of multiple, interdependent projects that make up a program; highly complex, multi-year, ongoing programs.
• Leads projects related to strategic initiatives of the organization.  Timeframes are typically longer-term and multi-year.
• These programs normally provide products and/or services to an end customer and are cross-business unit or enterprise-wide in scope.
• Decisions involve how to implement planned results within the company’s guidelines and can impact the business unit results and ultimately enterprise results.

Complexity:

• Highly complex, broad scope, multiple programs and/or ongoing program strategy.
• Programs are mission-critical and involve significant business change. Oversight of multiple projects managed by others.
• Solutions require significant program management judgment in addition to application of company/industry or professional experience.

TeamOganization:

• Lead a team of more than 3 Program Managers, including people leaders.
• Partners with stakeholders across the entire organization. Superior communication and influence with senior business leaders and teams. Initiates, influences and manages vendor relations.
• Has input into department strategy for the business unit.
• Influences down and across to complete deliverables but has a greater need to influence up in order to influence program strategy; ensures ongoing sponsorship of programs. 
• Gains buy-in at program inception and secure resources and to provide ongoing updates.

Management/Supervision Matrix:

• Lead a team of more than 3 Program Managers which could include some people leaders.
• Hire, coach, evaluate and provide leadership to a team including sitting goals and objectives for each member of the team
• Responsible for managing larger program teams (> 10 members); manage the entire program and all parts by either managing others directly or through strong matrix management.

Responsibilities:

• Set enterprise program strategy and long-range plans aligned with corporate objectives.
• Lead a team of Program Managers, including people leaders.
• Set enterprise program strategy and long-range plans aligned with corporate objectives.
• Lead a team of Program Managers, including people leaders.
• Hire, coach, evaluate and provide leadership to a team including sitting goals and objectives for each member of the team
• Oversee enterprise-level governance, reporting, and risk management.
• Engage executive sponsors to secure alignment and resources.
• Direct strategic vendor partnerships and large-scale budgets.
• Drive organizational transformation and change initiatives.
• Responsible for all aspects of the development and implementation of assigned programs including the business change. Act as a single point of contact for assigned programs.
• Define the strategy and desired outcomes of assigned program(s) that are aligned to the strategic objectives of the busine