Senior Program Manager

Job Title: Senior Program Manager
Interview : Virtual
Location: Whippany, NJ (hybrid) In Person Interview may needed

Request to share strong profiles for Senior Program Manager. Please note there will be specific details needed in this role which is very much mandatory based on which client will evaluate.
The candidate will also get evaluated by CIO.

Key Accountabilities
* Take the lead on executing the change required to deliver against agreed outcomes of this large scale and complex programme across the functional, business, technology and operations teams.
* Develop and manage the plan, and approach for the execution optimising timelines, resources and ensuring a strong focus on incremental and agile delivery.
* Responsible for set up and management of programme governance, working with the respective leads to manage working groups and management meetings as required to support delivery.
* Co-ordination and control of programme delivery, ensuring execution is interlocked across work streams, risks and issues are identified and escalated to resolution effectively.
* Provide regular and effective communication of updates and changes to senior internal management/leadership.
* Accountable for project budget, tracking of budget, ensuring ongoing costs and capitalisation meet MTP and budget requirements.
* Maintain a future focus, looking ahead to ensure any risks or dependencies are managed effectively.

Stakeholder Management and Leadership
* Maintain a future focus, looking ahead to ensure any risks or dependencies are managed effectively.
* Build trusted relationships with a network of key stakeholders that help influence project outcomes, acting as an advocate for the change and joining up executives and delivery teams.

Person Specification
Programme Managers require competence across the following areas:
* Conduct, compliance and professionalism: The ability to align with the Way - the Code of Conduct for the firm - meeting the expected values and behaviours governing all aspects of colleagues' working relationships with all stakeholders.
* Team management: the ability to manage cross functional teams in a matrix management style, to drive execution and delivery.
* Leadership: The ability to inspire others through leading by example, building strong relationships, motivating and empowering people.
* Stakeholder and communications management: The ability to effectively communicate with, influence and manage stakeholders at all levels, taking account of their levels of influence and interest. This includes identifying, addressing and resolving differences between individuals and/or interest groups, using suitable channels for achieving clear outcomes, consensus and conflict resolution.
* Business case management: The ability to identify, define, consolidate and document for approval the fundamental components of a change initiative (outcomes, benefits, risks, assumptions, dependencies, workforce and financials) as part of a commercially viable Business Case. This is used to validate the funding allocation for an initiative, setting a baseline, managed under appropriate change control, against which ongoing execution success is measured. This includes identifying and taking corrective action to manage within known constraints (time / resource / regulation).
* Requirements Management and Solutions Development: The ability to understand and interpret the requirements, specifications and proposed solutions of a change initiative, assessing the alignment to agreed outcomes and considering known constraints. This may include monitoring the outputs of either business or technical requirements and solutions activity, typically led by the relevant Business Analysis / product / service teams. In this context, this skill is about ensuring the outputs, business outcomes and user stories that have been defined support the delivery of the agreed outcomes of a change initiative.
* Resource management: This is the ability to develop, implement and update demand plans for initiative resources (i.e. the workforce, products and services required to deliver the agreed outcomes). For programmes
or portfolios, ongoing monitoring enables escalation of resource risks via the appropriate governance.
* Financial management: The ability to input into the relevant financial planning processes, agreeing budgets for change initiatives before developing a granular view of costs versus agreed outcomes and timings. This includes being cost / value aware, tracking costs versus budget, reforecasting when necessary, explaining variances and identifying risks. For programmes and portfolios, this includes monitoring aggregated cost profiles against budget, balancing under / overspend as appropriate.
* Risk and issue management: The ability to identify and monitor risks and issues, to plan and implement appropriate responses for mitigation or resolution, including escalations. At initiative level, this includes monitoring assumptions and dependencies.
* Supplier Management: The ability to secure the provision of any resources (i.e. products or services including workforce, software, hardware) needed for change initiative(s) from either internal and/or external providers - agreeing contracts, monitoring compliance, and managing variances and risks.
* Outcomes and benefits management: The ability to identify, define, evaluate, plan, track and realise the outcomes and benefits of change initiatives. This includes determining a realistic assessment of what is achievable by when along with the links and dependencies; defining the key metrics / measures associated with benefits and outcomes; linking organisational value back to initiative outputs; defining how benefits will continue to be achieved in BAU beyond initiative closure.
* Business Readiness Planning: The ability to describe the steps needed to ensure any change delivered by an initiative is implemented successfully and effectively by the impacted business or service area. This includes defining a Business Readiness Plan, ensuring that any steps that need to be considered are identified and actioned appropriately. Effective business readiness planning is dependent on identifying and managing stakeholders to fully understand the impacts of the change to their business/service."
* Governance and reporting: The ability to establish and operate a governance model that defines clear roles, responsibilities and accountabilities for oversight of the execution of change initiatives. This includes honest/ transparent assessment of initiative status; the ability to escalate appropriately to resolve any risks or issues; the preparation of relevant reporting and initiative documentation for stakeholder review such as status reports, outcome roadmaps and programme interdependencies.
* Reviews and assurance: The ability to effectively monitor and continuously improve both the processes and the outcomes of change initiatives. This will typically incorporate 'lessons learnt' reviews at appropriate points, assessing the quality of outcomes and the processes followed to achieve them. At portfolio level, this will include monitoring thematic risks and indicators of control adherence, acting where needed to remediate any weaknesses in the controls; and identifying and implementing actions to drive greater maturity against key control indicators.

Essential Skills/Basic Qualifications:
* Large scale programme management and governance experience
* Ability to master and navigate new subject domains quickly.
* Exceptional analytical and presentation skills.
* Experience of working with multiple senior stakeholders across Business, Technology, Operations and Group Functions i.e. Risk and Strategy.