Project Manager & Senior Programmer

IS Sr. Project Manager

The IS Sr. Project Manager is responsible for establishing and executing all aspects of the project management function for large scale, complex business solutions and/or portfolio of small to large sized IS projects that are delivered across the global landscape. The Sr. Project Manager role will effectively manage and deliver solutions that involve a combination of the following attributes: project investment that is less than $5 million, multiple project teams, multiple technology disciplines, global or multiple region geographic delivery, geographically disbursed project teams, and/or a high level technical complexity. The Sr. Project Manager management function includes, but is not limited to: Project Leadership, Planning & Administration, Execution Integration, Resource Management, Project level decision making and Financial Management. This position must have a mastery of project management methods, and proven prior experience working on a variety of technical development projects to succeed within the high paced environment of Global Information Systems. It is expected that the end result of this position will be the delivery of an efficient and effective solution or series of solutions resulting in a competitive advantage for the company. CSM Certification preferred.

Essential Functions Project Leadership: At the core of project management is the critical personal characteristic of leadership. It is through effective leadership that the Sr. Project Manager will execute all aspects of the project management discipline to facilitate successful delivery. While not a function per se, it is a critical aspect of this role that is woven throughout all other essential job functions. These characteristics will demonstrated through the following: The ability to effectively and concisely communicate with all project team members, project sponsors, project managers of other projects, supporting of IS associates, and Global IS Sr. Staff members, and when called on to do so, engagement with members of business operations and project customers / partners.

• Establishing an ongoing communications dialogue with the project teams to ensure everyone never loses track on what the project is intended to deliver (Charter) and its importance to the project customer and, that project team members can clearly articulate both the mission and desired outcomes.
• Takes ownership/responsibility for finding solutions to problems and implementing, of not only those items specifically within their area, but holds project team members capable and accountable to do the same in their respective areas.
• The ability to take the forward looking or proactive view on program/project direction and progress to: anticipate possible opportunities to accelerate the program through a different path or approach, or possible issues that can be proactively addressed before they have negative impact the program.
• The ability to effectively facilitate and/or mediate conflict, issues or compliance to govern rules at and across all levels of the project delivery structure