Agile Project Manager Jobs

Company - Mastek

Location - Vancouver

Hybrid - 2-3 days from office mandatory

The ideal candidate will be required to carry 6+ years of experience in Retail projects and responsible for planning, coordinating, and implementing projects within the decided-upon budget, timeline, and scope. They will also effectively monitor and present project updates to relevant stakeholders, clients, or project team members.

Program Management:

• Stakeholder Map & Analysis
• Secure and onboard team members are required .
• Facilitate review meetings and workshops with Dev team members as content becomes available from Product .
• Lead regular workstream status meetings to ensure all tracks are on schedule, addressing key dependencies between tracks and providing status updates to all stakeholder groups and forums as appropriate.
• Status reporting process
• Partner effectively with the Product Manager to ensure project/program scope is managed in accordance with the finalized BRD.
• Establish dependency management and collaboration processes, including intake with enabling teams.
• Establish Data Pod Foundation including:
• Agile Best Practices & ceremonies
• Develop, maintain and manage delivery timeline .
• Manage RAID log and track completion of these items
• Governance and Leadership Engagement Processes
• Establish core delivery management practices and ceremonies, working with product Scrum master and other Product managers
• Communication Channels
• Mobilize kick off activities across all stakeholder groups .
• RAID log and Management practices

Stakeholder Management

• Maintain strong connections with all key stakeholders, managing their expectations and any issues that arise in service of the overall program.
• Create and maintain program specific stakeholder analysis and mapping, ensuring all key partner teams are engaged up front and are understanding of their role in enabling the program.
• Establish onboarding procedures for new stakeholders (as well as team members) to minimize any disruptions caused by staffing or partner changes.
• Establish relevant, engaging and appropriate communication pathways for all identified stakeholders.

Team Management Performance/Advocacy:

• Maintain a pulse on overall team vibrations, sharing with others as appropriate (Ben, Aeysha, Marcelo, Kieran etc.).
• Estimate and secure all team members/resources to needed to complete the project as desired, including those from third party vendors.
• Ensure teams processes are being followed and that team members are fulfulling the expectations of their role, identifying areas where developing individual team members would increase overall team effectiveness.
• Safeguard the team and their efforts to ensure delivery health and performance meets expectations without burn out.
• Key advocate for team members as needed.
• Establish clear roles and responsibilities and expectations for all team members across all program dimensions (design, requirements management, delivery, sprint activities, status reporting, issue tracking and escalation, internal reviews, etc.). May be facilitated by a RACI if appropriate.

Delivery Management:

• Develop and manage milestones and task level activities to ensure visibility and adherence to target schedule.
• Ensure phase requirements (if applicable) are understood, tracked and completed as required.
• Manage intake pro Facilitate communication and work activities with support of enabling teams with all partner and dependent teams.
• Maintain and report project/program status, providing the “single source of truth” when it comes to progress toward program goals in biweekly status meetings
• Communicate and engage with key stakeholders, keeping them informed on delivery activities, timelines and blockers.

Process Improvement (PI):

• Ensure a continual process improvement focus exists across the team, supporting an environment of experimentation and new practice trials.
• Facilitate team assessments, against the common practice frameworks in use for INTL.
• Ensure consistency with lulu’s DAO common practices.
• Contribute to and lead Process Improvement activities as appropriate.
• Partner with peer Project/Program Managers to share and leverage lessons learned, fostering a PI culture at all times.
• Ensure retro findings are incorporated into the teams' work.

Team Culture:

• Identify and address with individuals or the group those behaviors that run counter to positive team culture.
• Foster collaborative and productive culture.
• Foster trust within the team, people speaking up at meetings, etc.
• Build time for fun/silly time with the team.
• Partner closely with the Product Managers and team members to identify opportunities to work closely/collaboratively within the team and across teams.
• Celebrate and communicate (peacock it out) team successes including calling out positive team behaviors or individual contributions.

High Level Focus Area:

• Support of pre-planning activities in advance of the epics being received by the aligned product teams Development & Maintenance of Implementation Roadmap in support of the appropriate Product Roadmap
• Provide overarching leadership, improve dependency management proactively address data and analytics “congestion”

Details:

• Ensure Teams are well-positioned for Quarterly Planning attend pre-quarterly planning meetings, oversee and track the cross team Dependency Mapping (all teams), ensure intake is completed as required for all supporting teams.
• Provide DAO Managers have visibility into overall Team progress
• Coordinate Roadmap with Product Manager and attend Roadmap meetings. Regular meetings with Manager of Product Management report on team progress, what is spilling over into next quarter. Track product Team intake coming from Product Management
• Support team, unblock issues, mitigate risk, help with project, and release management
• Releases are coordinated between teams, and any congestion is addressed proactively
• Dev and QA capacity between teams can be effectively managed throughout quarter
• Develop, maintain, and manage overall timeline of Product Team POD projects each quarter so that:
• Partner Product Teams can plan their support holistically
• Manage cross-team connections, specifically with those resources or resource types that lend themselves to cross team sharing. Determine how much work is needed per project? Which Team drives the project? Should any resources shift to cover capacity needs on a higher priority item, etc.
• Context switching within the BA team is minimized as much as possible