Project Manager

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.