Sr Manager Program Management

POSITION PURPOSE

The Senior Manager, Program Management Office (PMO) is a new leadership role responsible for building and running the discipline that turns IT investment into delivered business value.

This person will design and implement the standards, methodology, and governance for how IT plans, resources, executes, and reports on projects and programs across the Global Business Systems (GBS) organization — replacing ad hoc, team-by-team practices with a single, consistent way of working.

This role is a member of the IT leadership team and is central to the organization's transformation from a project-by-project, team-by-team way of working to a disciplined, portfolio-managed IT function built to scale with the business.

 

BAC runs a global SAP program alongside a broad portfolio of infrastructure, security, data, and application initiatives.

The Senior Manager, PMO will stand up the PMO function itself — people, process, and tooling — and will partner directly with the CDIO and the Global GBS (IT) leadership team to make delivery predictable, transparent, and accountable.

 

PRINCIPAL ACCOUNTABILITIES


* PMO Standards & Methodology: Define and roll out a common project/program methodology (hybrid waterfall-agile) covering intake, planning, execution, change control, and closeout.

Build templates, RAID logs, status reporting, and stage-gate criteria that are followed consistently across every team.


* Portfolio & Demand Management: Own the intake and prioritization process for new IT work.

Maintain a single view of the active project portfolio, dependencies, and capacity enabling proactive trade-off decision-making.


* Resource & Capacity Planning: Build the model for forecasting and allocating IT resources — internal employees, contractors, and systems integrators — across the portfolio, and flag capacity risk before it becomes a delivery problem.


* Financial Governance: Own project budgeting, forecasting, and actuals tracking in partnership with Finance.

Report accurately on CAPEX vs.

OPEX spend, burn rate, and variance for every active initiative.


* Governance & Executive Reporting: Run the governance cadence (i.e., steering committees, stage gates, and executive status reviews), and produce regular executive reporting, highlighting status and areas of risk.


* Risk & Issue Management: Establish a consistent way to identify, escalate, and track project risk across the portfolio, with clear ownership and mitigation plans.


* Large Program Support: Provide direct program management rigor to the highest-stakes initiatives on the roadmap, including the global SAP program, working alongside the SAP COE and other relevant teams on cutover planning, RICEFW tracking, and data migration sequencing.


* Vendor & SI Delivery Oversight: Hold systems integrators and delivery vendors accountable to contracted scope, timeline, and quality.

Ensure vendor KPIs are tracked and reviewed on a regular cadence...