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Digital Services Portfolio and Program Sr. Manager

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The digital revolution is changing everything – how we work, play and shop. Our client is driving these exciting changes and bringing them to life for connected shoppers at our best-in-class retail properties. If you are leading the way as a digital disruptor, join their team and help them transform their shopper’s experience.

Scope of Responsibilities/Expectations

-We are looking for a technically-savvy and detail-oriented Digital Services Portfolio and Program Sr. Manager with a strong digital marketing program management background that will maximize program success rates and optimize their portfolio of projects aligned to the organization’s strategic objectives.

The Digital Services Portfolio and Program Sr. Manager will assess new digital opportunities, manage capacity and balance demand against supply, direct the efforts on active projects, program manage digital projects, manage the budget of current and future projects, and establish standards and processes to enable the successful execution of projects. The Digital Services Portfolio and ProgramSr. Manager will also create formal methodologies for defining project key performance metrics and allocating resources. A critical component of this role will be interaction and influencing with executives.

Specifically, this position is responsible for:

-Portfolio and Program management: Establishing, managing and measuring a standard portfolio and program management framework and process with a focus on program delivery excellence and cross-program coordination. Program management of critical digital programs.

-Release management: Coordinating across the organization to align release schedules, dates and strategies to determine the holistic release schedule. Ensuring global programs deployment dates are aligned.

-Opportunity assessment and intake process: Prioritizing and managing the idea pipeline upfront in the process, ensuring strategic alignment and business case feasibility. Defining and managing the intake process for submitting new program requests and the review process for analyzing ideas for strategic alignment and business cases for feasibility using preset prioritization criteria.

-Initiative prioritization: Establishing the process and defining the prioritization criteria to objectively assess new ideas and business cases.

-Resource management: Working effectively to identify and align resources across programs. Defining a resource management process to staff employees and contractors on programs (i.e. the marriage between supply and demand). Identifying and resolving potential resource contention across programs.

-Program change management: Optimizing cross-program communications of significant decisions and events that impact programs and employees. Defining and managing the process and escalation path for requesting changes that impact a program’s scope, schedule, budget or resources; ensure a loopback to requirements management processes when applicable.

-Risk and issue management: Defining and leading the process to identify, analyze and respond to potential problems or events that might threaten the success of a program or multiple programs. Creating transparency into the “true” health of major initiatives an programs, identifying cross-program dependencies and other risks.

-Establishing clear escalation paths and roles and responsibilities for identifying and managing risk, issues and change requests.

-Quality management: Defining and managing standard quality processes and gating criteria as part of the program lifecycle process, and assist with quality reviews as needed.

- Business readiness: Ensuring standard business readiness activities such as training, user provisioning and UAT that all global programs should perform are completed, and ensure appropriate linkages across programs and functional teams.

-Communicating and status reporting: Defining and managing the process for communicating cross-program information to executive leadership, across functions and across markets.

-Developing templates for executive dashboards and program status reports, as well as a reporting cadence.

-Governance: Establishing the governance structure and processes required to enable more efficient and timely decision-making. Collecting detailed information from each program to document baseline information and centralize source data.

-Budget management: Integrating financial processes that allows for capital and operational expenditures to be better aligned with the growth objectives and strategy of the company.

-Collaborating with the Finance organization to monitor and report status of program budgets, spend to date and estimates to complete.

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