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Program Manager / Project manager
Ref No.: 18-40731
Location: Philadelphia, Pennsylvania
Start Date: 07/23/2018
Program Manager
Location:  Philadelphia PA
Duration : Long term 

Role/Responsibilities


The Transformation Steering Program Manager is responsible for the day to day program level management of the projects within transformation area. The SPM coordinate, monitor and report on the scheduling, budget, and overall performance of their assigned steering program. The SPM educates them self on the entire project portfolio and understands how their program contributes to the overall strategic plans of the company. It is the SPM responsibility to ensure that the Project Managers (as well as others within their supporting organizations) understand the TPMO-Transformation Project Management process and have the support they need to be successful.
  • Business Case Development
    • Assists the business with the project submission process:
      • Working with the business managers to understand their needs
      • Completing Cost Benefit Analysis and developing Business Cases with requesting organizations
      • Writing Charters
      • Identifying Stakeholders; departmental impact analysis
  • Project Alignment to Strategic Goals
    • Monitor Executive Team expectations
      • Monitor strategic visions for the departments impacted by your program; understand where they are headed and why
      • Guide Steering Committee agendas to align with departmental and corporate strategies
      • Understand the business financial planning targets
      • Follow up, ask questions, ensure projects are aligned to goals
      • Understand scope of projects across the portfolio to assist with cross-departmental planning
    • Perform Project Prioritization Efforts
      • Ensure project rankings are aligned with the Steering Committee expectations
      • Manage each program's projects within the phases of the Portfolio (In queue, budgeted, etc.)
      • Validate resourcing and budget needs against financial/business planning targets; timeline the "In Queue” based on priority
      • Ensure CBAs include all needs to meet expected targets (ie, 3rd party costs, T&E, etc.)
  • Individual PM and Project Support
    • Initiate projects
      • Ensure Scope/Charter is locked down and approved
      • Validate all information is entered in PPM (charter, stakeholders, financials, prioritization, etc.)
      • Validate PMs have all information for success
      • Validate Project Sponsor is aligned to expectations
    • Monitor projects
      • Proper kickoff and communication
      • Resource availability and/or issues
      • Executable schedule that is being maintained; track deliverables
      • Consistent status reporting
      • Managed budget
      • Changes are properly tracked; change control where applicable
      • Closing is managed; to include post deployment functions, lessons learned, etc.
    • Audit Projects
      • Project plan; communication, management, test, train, rollout, etc.
      • Project schedule
      • Project budget
  • Program Budget Management
    • Weekly Capex monitoring
      • Attend weekly meetings to validate forecast, etc.
      • Ensure the project spending matches CBAs
    • Monthly True-up
      • Confirm monthly financial reporting is accurate
      • Fix discrepancies as they arise
  • Executive Level Status Reporting
    • Program Dashboards
      • Provide program level status for each executive staff meeting
    • Change Controls
      • Assist with impact analysis assessments for change control purposes (validate the impact of what is changing across all stakeholder teams)
      • Push change controls through the signoff and approval process
      • Validate additional budget is available; where applicable, through capex and opex financial processes
      • Ensure all changes are properly communicated and managed
    • Close Reports
      • Push close reports through the signoff and approval process
      • Monitor projects post close to validate proper support, tracking, and measurements are in place
      • Provide post closure financials to TPMO Finance for tracking and Executive reporting
  • TPMO Team Participation
    • Evolve the Transformation PMO
      • Processes
      • Reporting
      • Tools
    • Improve the skill sets of the Project Managers and project team members
      • Training
      • Coaching
      • Mentoring
    • Attend weekly status and process meetings
    • Communicate all important project information to each member of the PMO as FYI, etc.
    • Work as a team to solve project issues and support the overall strategy and corporate targets