Pactiv Evergreen Inc. (NASDAQ: PTVE) is a leading manufacturer and distributor of fresh foodservice and food merchandising products and fresh beverage cartons in North America and certain international markets. It supplies its products to a broad and diversified mix of companies, including full service restaurants and quick service restaurants, foodservice distributors, supermarkets, grocery and healthy eating retailers, other food stores, food and beverage producers, food packers and food processors. To learn more about the company, please go to the company website at pactivevergreen.com.
Pactiv Evergreen is committed to a diverse and inclusive workforce. Pactiv Evergreen is an Equal Opportunity Employer. All qualified applicants will receive consideration for employment without regard to race, color, sex (including pregnancy), sexual orientation, religion, creed, age national origin, physical or mental disability, genetic information, gender identity and/or expression, marital status, veteran status or other characteristics or statuses protected by law. For individuals with disabilities who would like to request an accommodation, please call (847) 482-4320 or email TalentHelp@Pactiv.com.
All information will be kept confidential according to EEO guidelines and applicable laws.
As a Director of Project Management you are responsible for managing and supporting a team of project managers to deliver on projects within your assigned portfolio. This requires engaging with senior business executives who are looking to undertake a major project initiative or change event, and work with them to help develop their Business Case, establishing the governance model, assigning resources, and all other activities associated with project initiation. You are also responsible for monitoring and reporting on all projects within your assigned portfolio, to ensure complete delivery of Scope, within budget and within the agreed timeline. You will be responsible for oversight on 2-3 major initiatives within the company at any given time and will manage both internal resources, contract resources, and consulting resources that may be engaged for delivery of the programs or initiatives. You will also be connected to other leaders within the BTMO and will partner with them on delivering their goals for their respective departments.
This position requires advanced critical thinking, advanced understanding of business processes and how to drive business value, and strong leadership, influencing, and communication skills. It goes beyond traditional project management into partnering with the executive leadership team to deliver on the key strategic initiatives of the business.
Key Performance Indicators:
ACCOUNTABLE FOR | OBJECTIVE |
Overall delivery and quality control for projects within assigned portfolio. | Lead your team in the effective delivery of projects on time and in budget. |
Establish and maintain portfolio governance across your assigned portfolio of projects. | Provide the appropriate structure that ensures successful delivery of projects. |
Resource assignments across your portfolio of projects. | Assess the needs of the projects within your portfolio and assign resources accordingly to support the needs. |
Project Scope definition, stewardship and management to maintain integrity of deliverables without scope creep. | The Scope to be delivered is clearly understood by all stakeholders and is managed through completion. |
Project Budget management to ensure costs are visible, traceable with no unapproved overspend. | The authorized budget is maintained. Clear line of sight to how the budget was spent for the purpose of traceability as well as future improvements. |
Project Timeline is defined and managed to ensure all activities and deliverables are produced in the timeframe expected. | Project is delivered within agreed timeline. Management of timeline provides for future improvements to task estimates, etc. |
Changes to Scope, Budget or Timeline are managed using approved change process and communication. | Changes are visible and managed with appropriate approvals and change processes applied. Process is such that changes become inputs for future, similar projects. |
Resources to work on the project are identified and locked in so that the timeline and quality deliverables are acceptable to the stakeholders. | All project resources are locked in and their tasks managed to the required timeline and quality standards. Any resource challenges are proactively addressed to not cause any impact on the project or business. |
Quality requirements are clearly understood by all stakeholders and achieved for scope deliverables as well as project management deliverables. | The scope is delivered at the quality standards confirmed, plus project deliverables are at the standard required of the PMO. |
Project communications are defined and communicated to set the expectation of what, how and when project communications will take place. | All stakeholders on the project are informed at the appropriate times and with the appropriate level and scope of information. |
Risks and Issues are identified, captured, qualified and quantified, then managed through to resolution. | Key risks are identified up front, captured and managed through resolution. During the project life, additional focus on risk and issue management is conducted. |
Providing guidance and feedback to the business regarding any risks affecting the project, the solution, the business, the customer, etc. | To protect the business and the customer from any impact as a result of the project and the change it is implementing. |
Bringing a level of functional subject matter expertise to the project to ensure all elements are considered allowing for a successful solution via a successful project delivery. | Be able to converse knowledgeably with the business resources working on the project and other stakeholders to ensure a complete and workable solution is being developed. |
| DECISIONS EXPECTED | |
| Timely escalation of risks, issues or decisions to higher authorities. | |
| Management of approved budget to ensure a successful outcome on the project, but remaining within budget. | |
| Management and development of the project resources to ensure a successful outcome on the project. | |
| Prioritization of work activity. | |
Escalate to project leadership (i.e. steering committee, owners, sponsor) any project or deliverables that do not align with the communicated direction of the company. |
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| Add or remove resources from the project. Feedback to the resources’ supervisor for performance review input. | |
RECOMMENDATIONS EXPECTED |
Recommend any evasive action required on the project to stop the project, crash the timeline or to execute tasks in parallel in order to meet a business requirement. |
Recommend to the project leadership any changes to scope, budget or timeline. |
Recommend improvements to internal project management tools and processes. |
Recommend communications or other stakeholder management tools for issue resolution and management. |
MOST FREQUENT CONTACTS | NATURE OR PURPOSE OF CONTACT |
Project Steering Committee | Communication, decision-seeking, direction. |
VP, Business Transformation Management Office | Provide updates, get direction and assignments. |
Project Managers | Project management practices and guidance. |
Project Team members | Address escalations and problem solving. |
Organizational Change Management Team | Coordinate OCM efforts across portfolio. |
Customer (internal or external) | As appropriate, depending on project type. |
Essential:
Preferred:
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