Job Description :
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 TelePacific strategy and corporate targets