The Functional Program Manager:
- drives the complete Functional project portfolio and ensures successful execution of projects, leading to the realization of the business case benefits;
- oversees that all functional business change initiatives are captured and funneled through the PMO operating model;
- works closely with the European and Regional PMO teams to share knowledge and further develop the Europe project management maturity and capability
Key Responsibilities:
Strategic
- Facilitate and drive the process of capturing, assessing and prioritization of (new) Business change initiatives
- Support Functional strategy planning process, leading up to a balanced and (re-) prioritized Functional project portfolio and demand pipeline
- Demonstrate strong stakeholder management across organization and external
Tactical
- Drive Business case development and ensure continued tracking
- Organize and drive the functional governance/tollgate process §Ensure clear ownership for benefits management is in place
- Support project start up and initiation and facilitate on project resource- and prioritization conflicts
- Monitor key dependencies, issues and risk within the Functional project portfolio and manage dependencies with other functions.
Operational
- Ensure successful execution of project portfolio incl change mngt. and comms
- Ensure correct planning, tracking & reporting of project financials within the Functional portfolio (In alignment with FP&A and project mgr’s)
- Support further standardization and deployment of the PMO operating model. Grow project management knowledge in the function.
Key Qualifications:
- Minimum Bachelor degree
- 8+ years work experience, where of minimum 3 years in an international and multi-cultural environment
- 5+ job related experience and successfully managed (international) projects.
- Qualification in Project- & Portfolio Mgt. (e.g. PRINCE2)
- Team player with strong stakeholder mgt. experience
- Stress resilient with good organization skills
- Hands-on personality with a ‘getting-the-job-done’ mentality