Information

• Start: ASAP
• Period: long-term
• Deadline: 03.16.
• Remote: 3 Home, 2 Office

Mission

Ensure predictable, transparent, and controlled execution of the multi-year program by owning the integrated master plan, governance framework, dependency management model, and forward-looking capacity steering. The role provides the structural backbone of the program, enabling leadership to steer proactively rather than reactively. The PMO Lead institutionalizes planning discipline, delivery transparency, and risk anticipation across all streams and releases. The role also ensures active visibility and governance of dependencies toward parallel and related programs, safeguarding cross-program alignment and milestone integrity.

Roles & Responsibilities

Integrated Program Planning & Control

• Own the integrated rolling master plan (full horizon + 3-month detailed view mandatory)
• Consolidate domain-level plans into a coherent program roadmap
• Ensure cross-stream milestone alignment
• Maintain forward-looking delivery visibility
• Drive planning discipline across verticals and E2E domains
• Integrate and reflect cross-program dependencies and milestone impacts from parallel initiatives into the master plan.

The role does not create delivery content but ensures structural integrity of the plan.

Cross-System Dependency & Risk Governance

• Establish and maintain the program-level dependency model
• Ensure dependencies are explicitly owned and tracked
• Operate proactive risk radar (risk → mitigation → escalation)
• Identify structural bottlenecks early
• Escalate systemic delivery risks to Cx level
• Maintain visibility on inbound and outbound dependencies with parallel programs and ensure mutual milestone alignment.
• Escalate misalignment risks arising from external program slippage or scope shifts.

The PMO Lead shifts the program from issue reaction to risk anticipation across both internal streams and external program interfaces.

Resource & Capacity Steering

• Introduce forward-looking capacity forecasting (not only allocation control)
• Consolidate demand visibility across streams
• Identify capability gaps ahead of milestone pressure
• Support prioritization trade-offs with data-based capacity view
• Assess cumulative capacity impact of parallel programs competing for shared resources.

The role ensures realism in commitment making.

Governance & Way-of-Work Ownership

• Own and evolve the program governance framework
• Ensure governance forums drive decisions, not only reporting
• Define and maintain entry/exit criteria standards
• Institutionalize delivery rituals and planning cadence
• Monitor adherence to defined way of working
• Ensure cross-program governance alignment where shared milestones or technical interfaces exist.

The PMO Lead is accountable for operating model stability.

Performance Transparency & Reporting

• Provide consolidated executive-level program view
• Track milestone predictability and trend deviations
• Maintain program KPI framework
• Ensure single source of truth for program status
• Provide visibility on cross-program impact exposure and dependency-driven risk outlook.

Reporting must enable steering decisions, not generate noise.

Key Deliverables

• Integrated rolling master plan (including cross-program milestones)
• Cross-stream and cross-program dependency map
• Program-level risk & mitigation log
• Capacity forecast model (including shared resource contention view)
• Governance calendar & decision log
• Executive program dashboard (predictability view + cross-program exposure)
• Quarterly delivery outlook (forward risk projection including external dependency view)

Decision Rights 

Has authority to:

• Enforce planning standards and timeline discipline
• Require cross-stream milestone alignment
• Require visibility and documentation of cross-program dependencies
• Escalate structural risks and unrealistic commitments
• Propose reprioritization based on capacity constraints (including shared resource conflicts)
• Trigger governance review if delivery discipline is compromised

The role does not own:

• Business prioritization (Business / Domain Leads)
• E2E capability delivery execution (E2E Delivery Leads)
• Technical architecture ownership (System Integrator / Architects)
• Sprint-level execution (Factory Leads)
• Delivery accountability of parallel programs (but ensures alignment visibility)

Success Indicators

• Stable 3-month forward delivery visibility
• Reduced last-minute milestone shifts
• Earlier risk detection (risk > issue ratio improving)
• Improved cross-stream alignment
• Increased business confidence in predictability
• Reduced coordination overhead across domains