VP Portfolio Management & Project Lifecycle Enablement
|Required Experience:||0 year(s)|
|Salary Range:||Not available|
Posted 4 days ago
PVHs Business Process Management (BPM) organization contributes to PVHs continued transformation through global adoption of new and enduring business capabilities. Our mission is to lead, listen and partner to create extraordinary value for our brands through process excellence. We optimize Business Processes to deliver consistent core capabilities balanced with flexibility to support business value added brand and regional differences; with intent to help PVH improve profitability, customer satisfaction, and revenue growth.
Portfolio Management and Project Lifecycle Enablement are key business processes and enablers for the Technology and Process Group (TPG) and broader PVH enterprise. The VP role is accountable for elevating two areas into enabling capabilities: Portfolio Management (strategic portfolio planning, prioritization within resource constraints) and Project Lifecycle Enablement (project stage-gate process; project leadership and delivery). The VP has line responsibility for a team of PVH associates working in the Portfolio and Project Lifecycle domains within the BPM organization. The role also has significant, indirect influence responsibility with TPG Leadership Team, IT Portfolio Managers, and IT Project Leaders. Current scope is the TPG portfolio, but VP will build capabilities with a corporate, enterprise mindset; for rapid deployment to other PVH functions and units, when requested.
The VP will ensure the necessary processes, metrics/reports, and governance are in place to drive successful delivery of the project portfolio. The incumbent will build this organization to meet the evolving needs of TPG and PVH and is expected to work collaboratively with other members of the BPM and TPG organizations to ensure alignment and adoption of business processes and tools (systems, templates, etc.) in assigned domain. The role provides guidance, coaching and mentoring to direct reports and works seamlessly with the broader organization to ensure successful deployment without business disruption. Partners cross-functionally to align solutions with business needs and enhance connectivity of brands, regions, functions. Expert facilitator who can work an influence with all functions and levels.
Lead Portfolio Management function; ensure best practices in strategic portfolio planning, prioritization within resource constraints, resource management are aligned and adopted across TPG and designed with an enterprise mindset, for rapid deployment to other PVH functions and units, when requested.
Lead Project Lifecycle Enablement function; ensure best practices in project lifecycle management, stage-gate process (intake through completion), project leadership and delivery are aligned and adopted across the TPG organization; and designed with an enterprise mindset.
Ensure stage-gate process is: owned by TPG; has logical, fit for purpose documents; accommodates variable development methods (waterfall, agile, hybrid); aligns rigor with scope; is inclusive of all projects; includes effective and efficient resource management; has clear roles/responsibilities for all participants; and enables projects to be on time, on budget and on target.
Effectively balance direct line responsibilities and influencing without direct authority with TPG Leadership Team, IT Portfolio Owners/Managers and Project Leaders.
Build core capabilities which are on-point for TPG (current scope) and with a corporate, enterprise mindset; for rapid deployment to other PVH functions and units.
Ensure the necessary processes, metrics/reports, and governance are in place to drive successful delivery of the project portfolio.
Set the standards and guidelines for the Portfolio Management and Project Lifecycle Enablement functions; putting in place the necessary people, processes, and solutions/tools to ensure successful delivery of TPG project portfolio.
Develop a strategy based on a situational awareness of various business stakeholders and motivations; brands, regions and functions; inclusive of people, process and tools/systems.
Maintain strong relationships with business partners to achieve a robust and sustainable governance model.
Lead multiple resources activities across business and technical areas.
Present senior leadership with project status updates and progresses.
QUALIFICATIONS & EXPERIENCE:
Ten (10) plus years of total business experience in retail, wholesale and/or e-commerce companies; with five (5) plus years at Director and above management level.
Five (5) or more years of experience building and deploying project lifecycle (stage gate processes) and portfolio management capabilities within large, multi-brand corporate environments. Must be able to demonstrate successfully building and deploying both stage-gate process and portfolio management capabilities in a multi-brand environment.
Five (5) or more years of experience influencing decision makers and executives in a large, cross-functional team setting; at the VP and above level.
Five (5) or more years of experience leading project lifecycle (stage gate) and portfolio management functions for an apparel, fashion/beauty or FMCG company.
Five (5) or more years of people management experience at Manager/Director level.
Preference for practical work experience in the following roles over their career: Project or Program Leader or Manager, Portfolio Manager, Director/VP of Portfolio Management, and Director/VP of Project Lifecycle Management.
Five (5) or more years of experience with introducing new capabilities to a business unit; including accountability for the change journey across functions.
Bachelors degree is required; graduate degree is preferred.
Preference for process excellence training and/or certification.
Preference for PMI, or equivalent, certification.
Preference for stage-gate and portfolio management training and/or certification.
Can demonstrate subject matter expertise in both portfolio management and project lifecycle (stage-gate) process development, deployment and continuous improvement.
Able to influence without direct authority at all levels and directions; is a team player with the ability to influence others to move toward consensus
Able to manage and influence others to successfully deliver large scale and/or multiple transformation projects in complex and dynamic environments.
Is a collaborator and can successfully adjust their own style to the needs of those they need to partner with and influence; builds effective relationships at all levels.
Exceptional communicator; has ability to communicate appropriately at all levels through appropriate written, verbal and other mechanisms.
Is a change agent with analytical, conceptual thinking, strategic and execution skills.
An influential leader with experience leading cross-functional teams toward whats possible and creating transformational change in processes and capabilities.
Expert facilitator who drives closure and aligned decision making; strong negotiator.
A broad, enterprise-wide view of the business and appreciation for strategy, processes and capabilities, enabling technologies, and governance
The ability to recognize structural issues within the organization, functional interdependencies and cross-silo redundancies; get to root cause and solve problems.
Managers complexity; can distill complex information into simple communications.
Able to gather and analyze institution-wide and/or department-specific requirements and document business and system process flows.
Experience planning and deploying enterprise-wide initiatives, inclusive of business and technical needs and stakeholders
Effectively lead large global matrixed teams and drive clear planning and execution; understands how to manage and navigate an integrated project plan. Can flex from strat