The posting
Requirements:
The Senior Project Manager will be responsible for execution of the Data Center Rationalization program. In addition to performance at a senior level of the Project Management lifecycle, the Senior Project Manager provides the following specific supports to the delivery team.
Key Roles and Responsibilities:
- Partner with Strategy Realization Office, Program Managers, Architecture, Infrastructure, and IT Leadership teams to position projects within broader program priority set
- Contribute to early shaping of initiatives, including scope definition, high-level estimates, and feasibility considerations
- Lead full lifecycle delivery of infrastructure projects (e.g., cloud, networks, platforms, data environments, integrations)
- Establish and maintain integrated project plans, schedules, and milestone tracking across technical teams
- Drive clarity of scope, deliverables, success criteria, and acceptance conditions
- Ensure adherence to SDLC, PMLC, and infrastructure delivery standards
- Act as the primary interface between business stakeholders and technical delivery teams (e.g., infrastructure, cloud, security, data)
- Facilitate alignment across cross-functional technical teams with competing priorities and dependencies
- Manage vendor relationships, including system integrators, cloud providers, and third-party technology partners
- Ensure vendor deliverables meet contractual, architectural, and quality expectations
- Own and maintain high-quality RAID (Risks, Assumptions, Issues, Dependencies) management at the project level
- Escalate systemic or cross-project risks through Program and Portfolio governance channels (e.g., SRB)
- Provide clear, concise, and data-driven status reporting, including health indicators and forward-looking risks
- Ensure compliance with governance requirements, stage gates, and approval processes
- Collaborate with resource managers and program leadership to align project demand with available technical capacity
- Support realistic planning by validating resource assumptions across specialized roles (e.g., cloud engineers, architects, DBAs)
- Identify and escalate resource constraints early, including recommendations for sequencing, reprioritization, or augmentation
- Contribute to relevant enterprise capacity planning and forecasting processes via the Strategy Realization Office
- Proactively identify and manage risks related to infrastructure complexity, integration, security, and operational readiness
- Lead resolution of critical technical issues by coordinating across teams and removing delivery blockers
- Ensure dependencies (e.g., environments, releases, vendor deliverables) are actively managed and negotiated
- Translate technical risks into business impact for executive stakeholders
- Coordinate infrastructure readiness activities including environment setup, deployment planning, and release coordination
- Ensure operational handoff readiness (runbooks, support models, monitoring, SLAs)
- Partner with Change Management teams to support adoption of new platforms or infrastructure capabilities
- Align delivery with production support, incident management, and service management processes
Necessary Knowledge, Skills, and Experience:
- The proposed candidate must have prior complex technology Infrastructure program and project management experience with a preference for direct experience in SGI’s Infrastructure.
- A proven track record of managing complex, interdependent project schedules in particular with infrastructure readiness, application migrations, vendor dependencies and deliverables, testing and cutover activities, and organizational governance interactions.
- A proven track record of identifying, managing, and mitigating business and technology risks, including risks related to service continuity, operational stability, security, data integrity, and regulatory or compliance obligations.
- A proven track record of establishing and interacting with formal project and program governance, including dependency tracking, risk and issue management, decision escalation, and regular executive level status reporting.
- Demonstrated successful examples of delivering on large, complex technology programs involving multiple internal teams, external vendors, and senior business and IT stakeholders.
