|Category||Project and Program Management|
As Director, Program Management you are accountable for crisp execution of all efforts assigned to yourself and your team. This position requires a multi-faceted individual with expert negotiation, influential leadership, and time management skills. It is expected that this role enforce crisp execution among project managers, holding sponsors accountable for their part in successful outcomes. Critical is managing the art and science of projects, risks, issues, budgets, and communication throughout an ever-changing strategy, escalating early when key milestones are at risk. The Director, Program Management is expected to quickly problem solve with sponsors and senior leaders by expertly bringing advanced thought leadership and full transparency across their portfolio. Their staff should look to them for guidance, but be strong enough to manage large efforts on their own without a high level of direct supervision.
Program Management Directors are change agents: They make program goals their own and use their skills and expertise to inspire a sense of shared purpose within the project team. They enjoy the organized adrenaline of new challenges and the responsibility of driving business results. Directors are fearless in their pursuit of positive change for their teams and the organization as a whole.
Program Management Directors take responsibility and accountability for the initiative: Responsible for ensuring best practice PMO methodology is utilized to create an MS Project plan, inclusive of Resources, Dependencies, Critical Milestones, and PERT analysis for confidence levels to fit the stakeholders/customers' needs and deliver within budget on desired outcomes. Fully accountable for the result of the project; is the driver that holds the project together.
Program Management Directors drive clear project roles and responsibilities: Working closely with the project manager, the Director is ultimately responsible for the project scope and objectives, ensuring project managers understand what is expected of them and what they should expect from their stakeholders and project team members.
Program Management Directors closely monitor project performance: Prepares, maintains, and submits clear and concise activity/progress reports and capacity models. The number one reason for tracking a project is to discover potential problems before they occur. The Director applies this proactive approach in routinely tracking the project manager's progress against their project commitments.
Program Management Directors adopt project management best practices: The Director is responsible for defining, teaching, and enforcing the use of good project management practices. They have a broad and flexible toolkit of techniques, resolving complex, interdependent activities into tasks and sub-tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of each project, knowing that no "one size" can fit all the variety of projects. And they are always improving their teams' skills through lessons-learned reviews at project completion.
Program Management Directors make things happen: Have the knowledge, skills and experience to be able to recognize when problems surface or potential problems are looming. Directors are able to articulate issues, bring the right people together to solve them and know when they have been properly addressed and closed-all this with the proper sense of urgency that the issue requires. They do not accept delays without analytical thinking to ensure project managers have exhausted all available tools to stay on target. Directors ensure their teams are squarely in the driver's seat and pushing assertively against status quo through leading by example and direct feedback.
Program Management Directors promote customer involvement: The Director recognizes that project success is directly related to ensuring the executive is properly engaged and aware of all efforts. Directors encourage project status communications outside the boundaries of the project have their approval prior to communicating.
Program Management Directors apply lessons learned from recent projects: The Director ensures the lessons learned from prior projects are understood and applied to new projects. This is through deep knowledge of their portfolio on a discreet basis, as well as how projects may have interdependencies across other areas. Directors know that making a mistake once is an opportunity to learn, but making the same mistake multiple times is cause for concern.
Program Management Directors encourage, support, and require early escalations: Communicates to all concerned parties project milestones, status updates, as well as any existing or potential customer escalation issues. Has overall ownership of all management reports on a given engagement. The Director establishes a culture where escalations to resolve "stagnant" problems are viewed as good business.
Program Management Directors promote good working relationships: The Director serves as a role model in promoting good working relationships across a project. Program Management Directors bring the people skills needed to develop trust and communication among all of a project's stakeholders: its sponsors, those who will make use of the project's results, those who command the resources needed, and the project team members.
Program Management Directors mentor project members: The Director is accountable for their full team, ensuring the right people fill the right roles, at the right time.
Program Management Directors manage to project priorities: The Director understands that most issues are from not ensuring the most important problems are being worked to a swift closure. It is critical that this role encourage their teams to resist the urge to "set up weekly calls" to check status, if a quick working session would be more effective. In other words, their team should prioritize their efforts to those most critical and urgent tasks early and consistently.
Job Family Group:
Project and Program Management
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|Employer||Director, USRB Program Management|