Senior Project Manager

The Senior Project Manager is accountable for leading complex, strategic, technical, and cross-functional initiatives through the full delivery lifecycle while operating within the Enterprise Project Management Office governance framework. The role converts enterprise priorities into executable plans, aligns stakeholders, manages scope, schedule, budget, quality, risks, issues, dependencies, resources, and change impacts, and ensures that projects deliver measurable business outcomes and intended benefits. The role also strengthens enterprise delivery discipline through transparent reporting, stage-gate compliance, continuous improvement, and active contribution to EPMO standards and capability building.

Key Accountabilities:

1. Strategic Alignment and Project Leadership

• •Lead assigned strategic, transformation, business, and technology projects from initiation through implementation, transition, and closure.
• •Translate approved business cases and enterprise priorities into clear project outcomes, roadmaps, delivery plans, milestones, and decision points.
• •Maintain alignment between project objectives, enterprise strategy, investment intent, and expected business value.
• •Provide direction to cross-functional project teams, clarify roles and expectations, and enable effective collaboration across local and regional Business Units.

2. Scope, Requirements, and Delivery Management

• •Partner with sponsors, clients, Business Analysts, technology teams, and subject-matter experts to define scope, strategy, requirements, acceptance criteria, and implementation approach.
• •Manage delivery across initiation, planning, design, development, testing, deployment, transition, and closure using fit-for-purpose predictive, Agile, or hybrid methods.
• •Control scope, schedule, budget, quality, and deliverables, and apply disciplined change control when requirements or priorities shift.
• •Coordinate business and technical workstreams, including requirements analysis, solution readiness, user acceptance testing, and operational handover.

3. EPMO Governance and Assurance

Comply with and champion enterprise project management standards, methodologies, templates, reporting requirements, and governance controls.

Prepare projects for stage-gate reviews and provide complete, accurate evidence to support approval, continuation, reprioritization, or intervention decisions.

Maintain core project artifacts, including charter, integrated plan, RAID log, dependency map, financial tracker, status report, decision log, change log, and closure report.

Support project health assessments, quality reviews, audits, and recovery actions; promptly address governance gaps and non-compliance.

4. Risk, Issue, Dependency, and Decision Management

• •Identify, assess, document, mitigate, monitor, and control delivery, operational, financial, technology, regulatory, and change risks.
• •Manage issues and cross-project dependencies to resolution, with clear owners, target dates, impacts, and escalation paths.
• •Escalate material risks, delivery constraints, and decisions to sponsors, governance forums, and EPMO leadership with evidence-based recommendations.

5. Financial, Resource, and Capacity Management

• •Develop and manage project budgets, forecasts, resource plans, and cost tracking in partnership with Finance and functional leaders.
• •Identify critical skill and capacity needs, establish team accountabilities, and resolve resource conflicts through timely enterprise-level discussions.
• •Monitor project financial performance and resource utilization, and recommend corrective actions to protect delivery and investment value.

6. Stakeholder, Change, and Communications Management

• •Build trusted relationships with sponsors, executives, Business Units, clients, delivery teams, and enabling functions.
• •Create and execute stakeholder engagement and communication plans that provide transparent, timely, and decision-useful information.
• •Partner with change and business leaders to assess organizational impacts, readiness, adoption risks, training needs, and transition requirements.
• •Facilitate governance meetings, workshops, working sessions, and executive updates; drive decisions, ownership, and follow-through.

7. Benefits Realization and Value Delivery

• •Partner with sponsors and benefit owners to define measurable outcomes, baselines, targets, measurement methods, and realization timelines.
• •Track benefit delivery through implementation and transition, identify value leakage, and initiate corrective action where outcomes are at risk.
• •Conduct post-implementation and lessons-learned reviews and contribute evidence to EPMO benefits realization and portfolio reporting.

8. Data, Digital, AI, and Reporting Enablement

• •Use project and portfolio data to identify delivery trends, dependencies, risks, and opportunities and to strengthen decision-making.
• •Produce accurate executive status reports, project health views, forecasts, and decision-support materials for the EPMO and governance bodies.
• •Promote responsible use of digital, automation, analytics, and AI-enabled project management tools to improve planning, reporting, insight generation, and delivery productivity.
• •Ensure human oversight, data quality, confidentiality, and appropriate controls when using AI-enabled tools or generated insights.

9. Delivery Excellence and Capability Building

• •Contribute to EPMO methodologies, playbooks, tools, templates, lessons learned, communities of practice, and continuous improvement initiatives.
• •Coach project team members and peers in practical project management, stakeholder engagement, risk management, and governance disciplines.
• •Share insights from project delivery to improve enterprise project management maturity, scalability, and consistency.

Key Deliverables

• •Approved project charter and governance plan
• •Integrated project schedule, milestones, and dependency plan
• •Resource plan, budget, forecast, and financial status
• •RAID, decision, change, and action logs
• •Stage-gate submissions and project health assessments
• •Executive status reports and decision-support materials
• •Stakeholder, communication, and change readiness plans
• •Benefits realization plan and benefits tracking updates
• •Implementation, transition, closure, and post-implementation review outputs
• •Lessons learned and reusable EPMO assets
• •Decision Rights and Accountability
• •Recommend delivery approach, sequencing, corrective actions, and escalation within the approved project mandate.
• •Challenge assumptions, plans, estimates, and delivery practices that put outcomes, controls, or benefits at risk.
• •Escalate material risks, issues, dependencies, resource constraints, and governance non-compliance to the appropriate sponsor or EPMO forum.
• •Accountable for accurate reporting, disciplined execution, timely decisions, transparent communication, and compliance with EPMO requirements.
• •Project approval, reprioritization, suspension, termination, and enterprise funding decisions remain with the authorized governance bodies.

Success Measures:

• •Delivery against approved scope, schedule, budget, quality, and outcome commitments
• •Compliance with EPMO governance, stage gates, standards, and reporting requirements
• •Accuracy and timeliness of project health, financial, risk, and dependency reporting
• •Effectiveness of risk mitigation, issue resolution, and decision turnaround
• •Achievement and sustained tracking of intended business benefits
• •Stakeholder confidence, engagement, readiness, and adoption
• •Effective utilization of project resources and critical capabilities
• •Quality of closure, lessons learned, and contribution to EPMO maturity

Required Qualifications and Experience:

• •Bachelor’s degree in Computer Science, Information Technology, Business, Finance, Investments, Legal Management, or another relevant discipline; equivalent professional experience may be considered.
• •Relevant exper