Job Description
The Program Manager I is primarily responsible for leading Electrical sector americas business growth as well as plant support programs for end to end developments and successful launch in the end markets for RWD business. PM-I will work closely with global cross functional teams, PLMs and engineering team to meet ES Americas-RWD business objectives and drive critical projects in alignment with business.Influence and secure baseline business case expectations with key stakeholders in the areas of scope, benefit, cost, assumptions, risks/opportunities, key milestones, and alternate implementation scenarios. Fully understand and articulate business case financials and content.
- Work closely with global cross functional teams, PLMs and engineering team to meet ESA business objectives and drive critical projects in alignment with business.
- Lead cross-functional teams to drive accountability and performance established for commercial, technical, and manufacturing readiness levels at start of production.
- Influence and secure baseline business case expectations with key stakeholders in the areas of scope, benefit, cost, assumptions, risks/opportunities, key milestones, and alternate implementation scenarios. Fully understand and articulate business case financials and content.
- Establish organizational resource management plans that clearly articulate the requirements for core team member, work package approver, and decision gate committee member engagement for the project duration.
- Leverage program management standard work processes, tools, systems, and performance measures to provide an operational cadence, agility and transparency during project execution.
- Establish and execute effective internal and external stakeholder communication strategies that address customer, internal leadership, and core team needs for the duration of a project.
- Effectively tailor messaging and lead project/program reviews with multiple levels of leadership to enable robust decision making and risk mitigation.
- Leads projects and cross-functional teams to develop scope, requirements, business cases, integrated project plans, communication plans, resource requirements, budgets and issue tracking; identifies critical path dependencies and risks; develops risk mitigation plans; drives resolution between functionsLeads development of program management tools and methodologies to enhance overall execution of projects, including ProPM, PMR, DGC, JDIs, P-Reviews, and Six Sigma toolsetsEnsures quality of all PROLaunch project documentation, including foundational and functional project documents like charters, communication plans, and project rosters
- B.E. / B Tech / M Tech,
- 10+Years
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- PMP, PfMP,Advanced Excel,JIRA, JAMA, Confluence, Microsoft Projects, Clarity PPM,Power BI, CSM certification would be an added advantage. Global Project Management, Project Proposals, Scoping, Stage GATE product development process, Risk Management,Waterlining,Profit Planning
- Influencing without power, accoutability, conflict management,leading with strong drive for results
Skills
Product DevelopmentEngagementProject DocumentationProject ExecutionProject ManagementResource ManagementIf an employer asks you to pay any kind of fee, please notify us immediately. Jobaaj does not charge any fee from the applicants and we do not allow other companies also to do so.
About Company
In 1911, Joseph O. Eaton, brother-in-law Henning O. Taube and Viggo V. Torbensen, incorporated the Torbensen Gear and Axle Co. in Bloomfield, New Jersey. With financial backing from Torbensen's mother, the company was set to manufacture Torbensen's patented internal-gear truck axle. In 1914, the company moved to Cleveland, Ohio, to be closer to its core business, the automotive industry.
The Torbensen Axle Company incorporated in Ohio in 1916, succeeding the New Jersey corporation. A year later, Republic Motor Truck Company, Torbensen's largest customer bought out the company. But Eaton and Torbensen were not content and bowed out of Republic to form the Eaton Axle Company in 1919. A year later, in 1920, Eaton Axle Company merged with Standard Parts. Standard Parts went in receivership later the same year and was later liquidated. In 1923, Eaton bought the Torbensen Axle Co. back from Republic and changed the name to the Eaton Axle and Spring Company.
Eaton officers believed the quickest way to grow the business was through acquisitions and began buying companies in the automotive industry. By 1932, the diversified company changed its name to Eaton Manufacturing Company. In 1937, Eaton became international by opening a manufacturing plant in Canada. In 1958 Eaton Corporation acquired Fuller Manufacturing. The company name changed once again in 1965 to Eaton Yale & Towne Inc. after the acquisition of Yale & Towne Manufacturing Co. in 1963. Stockholders approved the change to the company's current name in 1971. In 1978, Eaton Corporation acquired Samuel Moore & Company, Kenway Systems, and Cutler-Hammer.
Important dates & deadlines?
Application Deadline
19 Aug 26, 06:17 PM IST
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