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Project Management Institute’s report on job growth and talent gap in project management states that by 2027, there will be more than 87 million open project management roles to fill. These roles span a lot of types, and in larger organizations, project management needs multiple levels of management, including a senior project manager.

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What is a Senior Project Manager?

Senior Project Manager Roles and Responsibilities

A senior project manager differs from a project manager . While a project manager oversees one or two projects, the senior project manager manages and has a broader overview and scope of concurrent projects. In addition, a project manager reports to the senior project manager.

Senior project managers may differ from a program manager in terms of the duties they perform. For some organizations, these roles are separate with varying degrees of responsibility. Program managers typically have more responsibility, as they are charged with the strategic direction of projects and their alignment with organizational objectives.

If both a senior PM and program manager are present in an organization, the senior program manager reports to the program manager. In other organizations, a senior project manager is synonymous with a program manager, and it’s simply a matter of title.

Senior Project Manager Responsibilities

A senior project manager’s roles and responsibilities will vary somewhat depending on the organization type, size, and industry. However, the areas and duties below typically fall under their purview.

Program and portfolio management

Involved with multiple projects, senior PMs can support program management and project portfolio management if the organization conflates the senior PM and program manager into one role. They provide a big-picture perspective to manage projects to ensure they are in line with strategic business objectives. Senior PMs also manage a portfolio of initiatives that span across business units or lines of business, acquiring valuable insight as to how parts of the organization impact one another.

Goal setting and project planning

Senior PMs work with project managers and other stakeholders to set SMART project goals and objectives. They are also charged with identifying and procuring necessary resources, estimating project budgets, setting project scopes and schedules, and wrapping all that information into project plans .

Mentoring and coaching

One of the most important and perhaps most rewarding aspects of a senior project manager’s role is to coach junior project managers and elevate team morale.

Senior PMs provide leadership by building project teams and motivating them to hit project milestones. They participate in building and training project teams to expand their capabilities by establishing best practices, policies, PM methodologies, quality assurance and control, tools, and templates. Senior project managers also advocate for learning, process improvement, and project management in the company.

Read more: Coaching and Mentoring Software Project Teams

Hiring and training

As senior project managers identify personnel needs for project requirements in the process of developing project plans, they occasionally help HR interview and screen qualified project team candidates. Since senior PMs have in-depth knowledge of project needs, HR sometimes involves senior PMs in project onboarding processes and other essential project training needs as well.

Project tracking and evaluation

The real meat of senior project managers’ responsibilities entail project monitoring, management, and evaluation.

They monitor, track, and control outcomes, facilitating project team meetings along the way to ensure performance, progress, and to address problems that arise.

The senior project manager’s degree of involvement in any one project may vary. On the one hand, in smaller organizations, senior PMs may be quite involved in a particular project’s day-to-day tasks. Yet in larger organizations, senior PMs usually delegate tasks to individual project managers that report to them.

Issues that might come up include delays in resource procurement, sudden personnel shifts, or interpersonal conflicts. When problems emerge, project managers and other stakeholders may escalate problems to senior project management for resolution.

Once a project is completed, senior PMs assess not only a project’s overall success, but also the performance of those involved, such as the project manager and project team members.

Communications and coordination

The role of a senior project manager is cross-functional, meaning they work not only with multiple project teams and project managers but other professionals in the organization as well, such as:

Project managers
Project team members
C-level management

Given the cross-functional nature of their role and their bird’s eye view over several projects, senior PMs often develop and execute a communication strategy for all project stakeholders.

They report to external clients or organizational leadership regarding project status, progress, metrics, risks, test results, and deployment activities. They also provide feedback, advice, and encouragement to the project managers and team members during project execution.

PM consultation

Senior project managers are a source of authority and advice for project managers. Project managers and other members of the organization will seek their recommendations for best practices and tools to increase efficiency, boost productivity, and achieve project and business goals.

As such, senior project managers need to keep a finger on the pulse of project management as a field, such as the latest developments, standards, best practices, tools, and project management software in the industry.

What is the Salary of a Senior Project Manager?

The average senior project manager salary in the US is between $108,000 and $110,000, with New York, Chicago, and San Diego as the top three highest-paying cities for this role.

This career path also offers opportunities for advancement. Senior project managers can move up to project management office (PMO) director or chief operating officer (COO) roles.

Senior project manager typically emerge from a project management background with approximately six to ten years of project management experience under their belt.

Are you ready to level up? Read more: Wh en Is It Worth It to Get a PMP Certification?

How to Become a Senior Project Manager

Moving into a senior project manager role requires certain educational qualifications, work experience, and professional skills.

Educational background

Employers typically require a bachelor’s degree. Senior project managers sometimes but not always have a bachelor’s in business, management, or project management, though that specific area of concentration is not necessarily a prerequisite.

Possessing a graduate-level degree in project management is a huge plus when applying for a senior project manager role.

Also read: How to Get a PMI-ACP Certification

Work experience

Even more important than academic credentials are the skills that come with years of work experience. Employers looking to fill senior project management positions favor candidates who have:

At least five years related experience in project management, planning, and tracking, usually in a project manager role
Experience working with business stakeholders in related industries
Experience with and understanding of full project or product lifecycle
Proficiency with project management tools, methodologies, and related technology
Ability to demonstrate leadership, drive results, solve problems, and possess interpersonal skills

Read more: Best Project Management Professional Exam Prep Books

Professional skills and traits

Work experience equips aspiring project managers with the following hard and soft skills necessary to succeed on this career path:

Data analysis
Organization
Time management
Written and verbal communication
Demonstrated leadership through coaching, mentoring, and team building
Problem-solving mindset

There is no one way to break into a senior project manager role. The path to getting there is often circuitous and draws in professionals from a range of educational and professional backgrounds. If you’re new to the field of project management, we highly recommend starting out with certification and gaining hands-on experience in project management.

Also read: Best Project Management Careers

Start Your Journey to a Senior Project Management Role

Senior project managers are versatile professionals who possess expertise in project management and process improvement initiatives. With demand increasing by 17 percent in the US alone over the next five years, a qualified senior project manager can access opportunities in virtually all types of industries and organizations and likely enjoy a high degree of job security.

Read next: Best Project Management Certifications

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How to become a senior project manager

The road to becoming a senior project manager is paved with skill sharpening, certifications, best practices, and a deepened passion for effective process management — but where can you start?

Whether you’re looking to get promoted into a senior role in your current company or want to apply for a senior project manager role somewhere else, this blog will help you get there. We’ll explore the senior project manager job description in depth, and point out how work management software like monday.com is made to match the core responsibilities you’ll tackle.

What is a senior project manager?

A senior project manager is an experienced project manager who manages multiple projects and teams simultaneously. Their roles may be directly tied to the organization and its revenue.

Let’s look at what the requirements, experience, and salary of a senior project manager are.

Requirements of a senior project manager

When we crawled sites like LinkedIn and Glassdoor for senior project management job postings, we saw that there is no completely cut-and-dry description of what it means to be senior. However, most recruiters will be evaluating you based on these common requirements:

Educational background and certifications : Although most jobs don’t require a specific degree in project management, having a graduate-level degree in project management or business management is a huge plus. Certifications like PMP will also be an advantage — more on those later.

Experience : Most senior project manager job descriptions specify at least 5 years of experience in project management or related experience.

Technical skills : Expertise in project management methodologies such as Kanban , Scrum , and Agile methodologies, understanding of full project/product lifecycle, problem-solving, data analysis, and proficiency with project management tools (like monday.com).

Soft skills : Similar to any other senior role, skills such as leadership, team building, mentoring, and communication are major requirements.

In the next section, we’ll provide an example of a job description you might see for a senior project manager. This can be especially useful when crafting your own CV or resume for this role.

Senior project manager example job description

Here’s what you could see on a senior project manager job listing.

We are looking for a senior project manager to join our team.

Roles and responsibilities:

Full project life cycle ownership: Plan and develop project plans and lead it to completion

Manage a cross-functional team and provide feedback and advice

Report on project success with key performance indicators

Communicate and coordinate with different teams including vendors and suppliers

Mentoring, coaching, and supervising project team

Hiring, training, and performance reviews

Education & experience requirements:

Bachelor’s degree in project management, business management, or related area

4-7 years of experience as a project manager or similar position

Experience in managing project scope and profitability

Intermediate to advanced proficiency with project management software

How much does a senior project manager make?

According to Glassdoor, the average salary of a senior project manager in the US is $112,161 per year. It can go as high as $200K.

Source: Glassdoor

This is almost 30% higher than average junior project manager salaries. Compensation may vary based on industry, company size, and qualification — the number of years of relevant experience, certifications and specializations, and more.

4 tips for working towards a senior project management role

1. work on your skills.

From technical skills to soft skills and everything in between, there are lots of areas you need to upgrade in to get your foot in the door as a senior project manager.

Increase your knowledge : Learn about industry best practices and standards. Brush up on the basics like project management methodologies . This will bring you space to build new skills or improve existing ones.

Stay updated : Catch up with the latest industry news and understand how it may impact your niche. Read industry publications and follow industry leaders on Twitter or LinkedIn.

Keep up with the latest tech : Get familiar with project management tools and software that makes managing and collaborating easier. A good example of such a tool is monday.com, a project management software.

Take a certification : To get your up-skilling on paper, complete a training course or get certified. A well-known certification is PMP certification – The Project Management Professional (PMP)®. It validates project leadership experience and is only given to experienced project managers. Another one is getting certified for agile project management .

Improve your soft skills : To be noticed for a senior role, you’ll need to become a leader. You also need to exhibit good communication skills, people skills, and business acumen.

2. Take on more responsibility

In your existing role, taking on more responsibilities that are related to senior-level roles can prepare you for the next level. Prove that you have mastered all aspects of being a junior project manager and have the ability to handle more complex tasks. This will mark you as an expert in your field.

You can take on planning new projects, communicating with stakeholders, and helping plan reports, which are normally done by senior project managers.

Another way you can prove your expertise is by training interns or new employees in your team. This would also be a great addition to your resume.

3. Build your network

The best way to get noticed in any industry is to have a strong network. You can learn from them, gain mentors, and even get references for senior roles.

Get on a platform like LinkedIn or Twitter and post content around project management — your learnings and experiences. Build a network of project managers and professionals in other similar roles. This is a great way to showcase your expertise and accomplishments. Having a good presence on professional networks may also attract the attention of recruiters looking to hire senior project managers.

4. Upgrade your resume

Once you work on your skills and get the relevant experience, it’s time to edit your resume to fit the role of a senior project manager.

Get started by reading job descriptions of project managers, either from your current company or at other companies you’re interested in. Update your resume highlighting these skills (if you have them).

It’s good to have an executive summary in your resume — a few bullet points that highlight your value proposition as a senior project manager. Like most senior-level positions, the impact you bring is more important than the tasks you can perform. So, try to show quantitative results as your key highlights.

For example, instead of writing “coordinated high-priority projects”, you can write “coordinated client projects worth $100k”. This will give your resume more strength.

Pro tip: Make sure you customize your resume for each job you apply for based on their requirements.

How monday.com supports efficient project management

monday.com is a tool that helps you plan, manage, and collaborate projects efficiently in a single place. It gives you all the functionality you need — from pre-built templates to workflow automation, and integrations.

More than 152K project managers like you use monday.com to coordinate their projects and teams. Here’s what you can do with monday.com:

Centralize and collaborate : Easily manage multiple projects . Document project details and speed up framework adoption. Bridge communication gaps and update changes in real-time — bringing all teams together over one shared platform.

Actionable insights : Get the most out of your data with time tracking, and customizable statuses, among other features

Automate : Speed up your workflow by automating repetitive tasks.

Build awesome workflows with templates : Build your project workflow with pre-built templates and customize them to accommodate different project methodologies, incorporate different views, and more.

How many years does it take to become a senior project manager?

You will need at least five years of experience in project management or a similar role to become a senior project manager. Some important skills needed for this role are excellent communication, problem-solving, and leadership skills.

What is the next position after senior project manager?

A highly experienced senior project manager with lots of achievements under their portfolio can move on to a C-suite role like COO (Chief Operating Officer) or CCO (Chief Compliance Officer).

What does a senior project manager do?

The major role of senior project managers is planning, developing, and executing projects in an organization. They are also responsible for managing team members, compiling reports, cross-team coordination, and other executive-level tasks.

Take the first step to a senior project management role

Becoming a successful senior project manager requires the right combination of education, experience, technical skills, and personal traits. The rewards associated with such a position can be great though, so it’s definitely worth pursuing this career path!

If you’re looking for project management software that streamlines your work as a project manager, start with monday.com. With our advanced Work OS, you can optimize your project management process better as compared to traditional project management software. Once you get familiar with monday.com, it’s definitely worth adding to your resume!

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Senior Project Manager Job Description

What is a senior project manager, senior project manager skills, senior project manager education, sample senior project manager job description, video: how to become a senior project manager, project manager vs. senior project manager.

According to the Project Management Institute (PMI), the demand for project management professionals will reach nearly 88 million positions across myriad industries by 2027. While many of those will be entry-level jobs, there’s also a growing need for senior project managers.

A senior project manager is a project management professional who has the skills and experience to work on larger, more complex projects. They’re often tasked with managing a program or portfolio of projects. But there’s no one-size-fits-all approach for senior project managers. Their responsibilities can vary drastically from company to company.

One thing all senior project managers share in common is the need for powerful project management software to help them work more effectively. ProjectManager is award-winning project management software that gives project managers the features they need to plan, manage and track projects in real time. For example, our robust Gantt charts go beyond the capabilities of the competition, linking all four task dependencies, filtering for the critical path and setting a baseline to track planned versus actual effort in real time. Get started with ProjectManager today for free.

To rise to the level of senior project manager requires at least five years of experience in project management with work in a senior position. Senior project managers will also have to show a variety of hard and soft project management skills . That is, having technical proficiency, but also excellent communication, problem-solving and leadership skills.

Experience and skills are important for a senior project manager, but most employers will also require a certain level of education from candidates seeking the position. Typically, they’re asked to have at least a bachelor’s degree in business, finance or marketing, though a graduate degree is sometimes required. On top of education, many job applicants are expected to have some certification , such as the Project Management Professional (PMP) certification.

To help applicants understand what’s expected of a senior project manager when they’re hunting for that job and for employers who are looking to fill an open position, we’ve provided a sample senior project manager job description below. This template can be customized to fit the particulars of a specific company and its requirements.

A senior project manager should have the experience and skills expected of that profession, with hands-on knowledge of the field and a proven track record of leading projects and teams to successful completion. We’re looking for someone who can communicate effectively across diverse departments and provide coaching and training as needed. Ours is a highly competitive industry and demands a candidate who can problem-solve, pays close attention to detail and stays cool under pressure.

Duties & Responsibilities

Collaborates with stakeholders and reports to them on a regular basis
Ensures projects remain on schedule, within budget and in scope
Creates, manages and distributes project communications, including charters, schedules and budgets
Leads team through execution of project
Assists in business development, such as proposals, RFPs and estimates
Monitors and reports on project’s progress and performance
Plan, schedule and track projects and staffing
Establishes key metrics, KPIs
Develop project controls and risk management procedures
Responsible for training, managing and motivating team members
Resolves technical and operational issues

Requirements & Qualifications

Excellent communication, management and interpersonal skills
Builds strong relationships
Ability to run effective project meetings , workshops and conferences
Knowledge of different project management methodologies
Solid technical understanding
Strong analytical skills
Willingness to learn
Bachelor’s degrees in project management , business management or related field, graduate degree preferred
PMP certification preferred

Work Experience

Must have at least five to seven years of relevant work experience at a senior level managing projects and leading teams in large, complex projects

Senior Project Manager Salary

The salary for a senior project manager can vary depending on the region in which they’re working and the amount of experience they have. But, on average, a senior project manager in the United States can expect to earn an annual salary of $123,324.

Want to become a senior project manager? First, you must know how one differs from a typical project manager . Jennifer Bridges, PMP, explains and provides you with practical steps to achieve your career goals.

Here’s a screenshot of the whiteboard for your reference!

A project manager is a person who uses tools and methods to plan and direct the work of an individual or a group or a team. They also monitor that work and take corrective action when it is not progressing as planned.

A senior project manager has a higher level of expertise, furnished by in-depth knowledge of project management and extraordinary skills in the discipline. The knowledge and skills of a senior project manager include the strategic planning of a focused program ; the analysis of business activities, expenses, profits and established goals; and the communication of strategy throughout the organization.

Of course, a senior project manager also plans and directs the work of individuals, including managers and other project managers.

How Can a Project Manager Become a Senior Project Manager?

Jennifer said that there are only two primary steps that a project manager must take to rise to the level of a senior project manager:

Invest in yourself: Put in the time, money and energy needed to advance your career.
Create your plan: Apply a practical course of training, experience and guidance from a coach and/or mentor.

Looking closer at these steps, Jennifer reminds us that the goal here is to gain in-depth knowledge and extraordinary skills through the development of a plan. That starts with training, whether by taking courses, doing research, reading, or, best of all, a combination of all three.

While you can do a lot of training on your own, experience in project management isn’t going to come from sitting in a classroom or library. It comes from, well, hands-on experience. That means practicing your trade, volunteering, failing and trying again through apprenticeships—or by any means necessary.

Related: Secrets to a Great Project Manager Resume

Then, with some experience under your belt, the guidance of a coach is key. They’ll help you hone the skills you have and develop the ones you need, which means a non-partial person who can assess your skills and behaviors .

A mentor can also steward you toward a position as a senior project manager. They’re like a trusted advisor who has already successfully traveled the road you’re on and can offer their real-life experience as a teaching tool.

Of course, the one constant running through all of this is time. It takes time. Anything of value does. But if you set your sights on a goal, make a plan to achieve it and work hard, you’re going to get there. It’s just like any project.

Deliver your projects on time and on budget

Start planning your projects.

Senior Project Manager

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Related Topics

What Is a Senior Project Manager? How to Become One, Salary, Skills.

A senior project manager has several years of experience under their belt along with expertise in product development and talent acquisition . They oversee and coach various project teams, as well as hire top talent to join those teams. Here’s what to know about a senior project manager’s needed skills, salary and how to become one.

What Is a Senior Project Manager?

A senior project manager holds teams accountable for meeting project deadlines and goals and has the experience to know when they need to step in to offer mentoring and technical support to keep a project on track. They usually oversee projects involving complex issues and products.

What Do Senior Project Managers Do?

This leadership position interviews and hires project staff, mentors project managers and junior team members and may work on multiple projects at once. Senior project managers ensure teams complete projects on time and within budget, and they may step in to assist teams to keep projects from veering off course.

Senior Project Manager Responsibilities

Oversee multiple often complex projects.
Communicate with internal and external project stakeholders.
Set deadlines and define project strategy.
Budget and delegating tasks.
Track project metrics.

Day-to-Day Responsibilities of Senior Project Managers

Use project management and collaboration software to keep projects organized.
Assist and provide technical support to project teams.
Mentor and coach project managers and junior employees.
Interview and hire job candidates.

Types of Senior Project Manager

Senior project managers work in a variety of industries. Here are some of the most common ones hiring experienced, high-level project management professionals:

Construction
Information technology
Marketing and Advertising

Senior Project Managers Within a Company

Senior project manager is a supervisory role that involves managing and coordinating project teams, as well as providing mentorship to project managers and entry-level project management employees.

Importance of Senior Project Managers

Senior project managers keep up with teams and metrics to ensure projects are completed on time. They have experience to know when a project is straying from the intended strategy and timeline and the expertise to lend a hand as needed. A senior project manager also has a capacity for identifying top job candidates and cultivating their skills.

What Skills Are Needed to Be a Senior Project Manager?

Qualifications to be a senior project manager.

Leadership and management experience.
Expertise in product development and talent acquisition.
Strategic and collaborative thinking.
Deadline- and goal-oriented accountability.
Ability to mentor and coach team members.
Knowledge of interviewing and hiring best practices.
Experience with project management software.
Familiarity with metrics and how to incorporate them into project strategy.

Senior Project Manager Prerequisites

A bachelor’s degree in a field like business or finance.
Professional certifications that demonstrate high-level experience.

Senior Project Manager Hard Skills

Working with project management software.
Using metrics to track projects.
Interviewing job applicants.
Providing teams with technical support.

Senior Project Manager Soft Skills

Strong leadership qualities.
Communication and collaboration skills.
Setting and managing deadlines.
Analytical thinking.
Patience for guiding and instructing team members.
Multitasking to keep various projects organized.

Tools and Programs Senior Project Managers Use

Project management software like Jira, Trello, Asana, Basecamp and Scoro.
Tools like Zoom, Slack and Google Workspace for collaboration and communication.
Job aggregator tools and applicant tracking systems for the hiring process.

How to Become a Senior Project Manager

Senior project manager education and experience.

A senior project manager typically has a bachelor’s degree in a field like business, finance or marketing along with five to 10 years of relevant experience. Though not necessary for every senior project manager, many also have backgrounds in software engineering , computer science and other technical fields.

Senior Project Manager Certificates and Courses

Project Management Professional Certification
Program Management Professional Certification
Professional in Project Management Certification
Certified Project Director

Senior Project Manager Career Path

A project management career typically begins with at least three years in a position such as project coordinator or assistant project manager, though some gain experience working in more technical jobs like software developer, IT support specialist or product analyst. Once they move up to becoming a project manager , a professional will most likely need a minimum five years of experience before they’re considered for senior project manager. Successful senior project managers can look forward to advanced positions like program manager or director of project management.

Senior Project Manager Salary and Job Outlook

Between 2021 and 2031, employment for project management specialists is expected to grow by 7 percent, with demand expected to be particularly high for “computer systems design services,” according to the U.S. Bureau of Labor Statistics .

The full compensation package for a senior project manager depends on a variety of factors, including but not limited to the candidate’s experience and geographic location. See below for detailed information on the average senior project manager salary.

Expand Your Senior Project Manager Career Opportunities

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Senior Project Manager Certifications + Programs

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Careers Related to Senior Project Manager

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Senior Project Manager Job Description [Updated for 2024]

In today’s world of rapid technological evolution, the demand for skilled Senior Project Managers is at an all-time high.

As projects become increasingly complex, the need for seasoned professionals who can oversee, drive, and ensure the successful completion of these projects is paramount.

But what exactly is expected from a Senior Project Manager?

Whether you are:

A job seeker aiming to grasp the intricacies of this role,
A hiring manager attempting to construct the perfect candidate profile,
Or simply curious about the inner machinations of project management,

You’ve come to the right place.

Today, we present a comprehensive and adaptable Senior Project Manager job description template, designed for straightforward posting on job boards or career websites.

Let’s dive in.

Senior Project Manager Duties and Responsibilities

Senior Project Managers are responsible for guiding the development of a project, coordinating with various teams and stakeholders, managing risks, and ensuring that project goals are met in a timely manner.

Their duties and responsibilities often include:

Creating and defining project scopes and objectives, involving all relevant stakeholders
Developing detailed project plans, including resources, timeframes, and budgets for tasks
Assigning tasks to internal teams and assisting with schedule management
Using project management tools to monitor working hours, budget, plans and money spend
Ensuring standards and customer satisfaction are maintained
Acting as the point of contact and communicating project status to all participants
Monitoring project progress and making adjustments as needed
Measuring project performance using appropriate systems, tools and techniques
Reporting and escalating issues to management as needed
Managing risks and issues and taking corrective measurements
Coordinating internal resources and vendors for the flawless execution of the project
Performing quality control on the project throughout development to maintain the standards expected
Managing relationships with clients and stakeholders

Senior Project Manager Job Description Template

We are seeking a skilled and experienced Senior Project Manager to oversee a wide variety of projects from conceptual design through implementation.

The ideal candidate will have a background in business skills, management, budgeting and analysis.

Senior Project Managers are responsible for planning, executing, and overseeing projects within budget while maintaining a high level of quality.

They should have a deep understanding of project management principles and be able to lead a team to deliver on time and within scope.

Responsibilities

Develop and manage a detailed project schedule and work plan
Provide project updates on a consistent basis to various stakeholders about strategy, adjustments, and progress
Utilize industry best practices, techniques, and standards throughout entire project execution
Measure project performance to identify areas for improvement
Manage contracts with vendors and suppliers by assigning tasks and communicating expected deliverables
Ensure resource availability and allocation
Manage risks and issues and devise contingency plans
Monitor project progress and handle any issues that arise
Act as the point of contact and communicate project status to all participants
Ensure all projects are delivered on-time, within scope and within budget

Qualifications

Proven work experience as a Project Manager or Senior Project Manager
Advanced time management and analytical skills
Working knowledge of Microsoft Excel and Project Management software
Excellent client-facing and internal communication skills
Excellent written and verbal communication skills
Strong organizational skills including attention to detail and multitasking skills
PMP / PRINCE II certification is a plus
BS degree in Business Administration or related field
Health insurance
Dental insurance
Retirement plan
Paid time off
Professional development opportunities

Additional Information

Job Title: Senior Project Manager
Work Environment: Office setting with options for remote work. Some travel may be required for team meetings or client consultations.
Reporting Structure: Reports to the Director of Project Management.
Salary: Salary is based upon candidate experience and qualifications, as well as market and business considerations.
Pay Range: $130,000 minimum to $200,000 maximum
Location: [City, State] (specify the location or indicate if remote)
Employment Type: Full-time
Equal Opportunity Statement: We are an equal opportunity employer and value diversity at our company. We do not discriminate on the basis of race, religion, color, national origin, gender, sexual orientation, age, marital status, veteran status, or disability status.
Application Instructions: Please submit your resume and a cover letter outlining your qualifications and experience to [email address or application portal].

What Does a Senior Project Manager Do?

Senior Project Managers typically work in a variety of industries including technology, construction, and healthcare.

They can be employed by large corporations, small businesses, or consulting firms.

Their primary role involves leading and managing large, complex projects from inception to completion.

This includes developing project plans, setting deadlines, assigning tasks to team members, and tracking progress to ensure that projects are completed on time and within budget.

Senior Project Managers are responsible for coordinating with various stakeholders, including clients, team members, and senior management, to ensure project goals are met.

They often act as the liaison between the team and the client, communicating updates and issues as they arise.

They are also responsible for risk management, identifying potential problems before they occur, and implementing mitigation strategies to prevent project delays.

In addition, Senior Project Managers may be involved in refining and improving project management processes and methodologies within the organization to increase efficiency and effectiveness.

Their role requires strong leadership, communication, and problem-solving skills, as they need to motivate their team, manage conflicts, and make strategic decisions under pressure.

Senior Project Manager Qualifications and Skills

A Senior Project Manager should possess an array of technical skills, leadership abilities, and industry experience, such as:

Effective leadership skills to manage and guide a diverse team of individuals, fostering a conducive working environment and encouraging collaboration and team spirit.
Strong communication skills for liaising with team members, stakeholders, and clients, translating complex project details into understandable terms, and presenting project updates and reports.
Ability to use project management tools and software, such as Microsoft Project, to plan, track, and report project progress.
Experience in strategic planning and risk management, identifying potential project risks and mitigating them effectively.
Excellent problem-solving skills to handle project-related challenges and issues, making sound decisions that align with the project objectives and stakeholder interests.
Exceptional time management skills to ensure that projects are completed within the stipulated deadlines, balancing multiple tasks and priorities efficiently.
Highly developed analytical skills to evaluate project performance, identify areas of improvement, and implement effective solutions.
Strong financial acumen to manage project budgets, control costs, and ensure the financial viability of the project.
Understanding of industry-specific standards and regulations to ensure that all project activities are compliant.

Senior Project Manager Experience Requirements

Senior Project Managers are generally expected to have a significant amount of project management experience.

This is typically gained through at least 7-10 years of hands-on work managing multiple complex projects, often in a specific industry or technical field.

Entry-level project managers can gain practical experience by coordinating small-scale projects, or by assisting more senior project managers in larger initiatives.

This hands-on experience is crucial for learning the technical, organizational, and interpersonal skills required for successful project management.

To advance to a senior project management role, professionals often need to demonstrate a solid track record of delivering projects on time, within budget, and to the satisfaction of all stakeholders.

This usually requires at least 5 years of experience managing large-scale projects, often with increasing levels of responsibility.

Senior Project Managers may also be expected to have experience leading project teams.

This includes not only managing project resources, but also mentoring and developing less experienced team members.

Many companies also prefer Senior Project Managers who have earned the Project Management Professional (PMP) certification, which requires both extensive project management experience and ongoing professional development.

Finally, Senior Project Managers often need to have specific industry experience.

For example, a Senior Project Manager role in a construction company may require experience with building projects, while a role in a software company might require experience managing software development projects.

Senior Project Manager Education and Training Requirements

A Senior Project Manager typically holds a bachelor’s degree in business administration, management, engineering, or another related field.

They also need extensive experience in project management, often around 5-10 years, to comprehend the full scope of project elements including planning, budgeting, execution, and delivery.

Having a Master’s degree in Business Administration (MBA) or relevant field can be advantageous, as it signifies deeper understanding of business strategy and decision-making.

Furthermore, Senior Project Managers can benefit from obtaining a Project Management Professional (PMP) certification provided by Project Management Institute (PMI) or other similar recognized bodies.

This certification demonstrates their competence in leading and directing project teams.

Senior Project Managers should also be adept with project management software like Microsoft Project, Basecamp, or similar tools.

In addition to these educational qualifications, Senior Project Managers need excellent leadership, communication, and negotiation skills.

Many also pursue ongoing professional development to keep abreast with emerging project management methodologies and technologies.

Senior Project Manager Salary Expectations

A Senior Project Manager earns an average of $105,000 (USD) per year.

However, the salary can vary based on factors such as years of experience, industry, geographical location, and the complexity of projects managed.

Senior Project Manager Job Description FAQs

What skills does a senior project manager need.

A Senior Project Manager should have exceptional leadership, communication, and negotiation skills.

They should be proficient at decision-making and problem-solving, with the ability to manage multiple projects simultaneously.

Expertise in project management tools and methodologies, as well as financial planning and risk management, are also essential.

Do Senior Project Managers need a degree?

Most Senior Project Managers have a bachelor’s degree in business management, IT, or a related field.

However, significant work experience can sometimes substitute this requirement.

Additionally, professional certifications, like the Project Management Professional (PMP) certification, are highly valuable in this role.

What should you look for in a Senior Project Manager’s resume?

When evaluating a resume for a Senior Project Manager, look for a strong record of successful project completion, leadership experience, and knowledge in the specific industry of your company.

Expertise in project management tools and methodologies should also be evident.

Certifications such as PMP or PRINCE2 are a bonus.

What qualities make a good Senior Project Manager?

A good Senior Project Manager is an excellent leader who can inspire and motivate their team.

They are adept at managing resources and time effectively and can make critical decisions under pressure.

They also have excellent communication skills, allowing them to negotiate with stakeholders and deliver clear project updates.

Is it difficult to hire a Senior Project Manager?

Hiring a Senior Project Manager can be challenging due to the high level of expertise and experience required for the role.

The demand for these professionals is high, and they often command competitive salaries.

However, having a robust hiring process and providing an attractive work environment can help attract top talent.

And there you have it.

Today, we’ve unveiled the reality behind the role of a senior project manager.

Guess what?

It’s not just about leading a team.

It’s about steering the ship of progress, one project milestone at a time.

With our trusted senior project manager job description template and practical examples, you’re ready to take the next step.

But why stop there?

Dig deeper with our job description generator . It’s your go-to resource for creating precise job listings or refining your resume to perfection.

Every project milestone is a part of the larger success story.

Let’s write that story. Together.

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Senior Project Manager Job Description

6 min read · Updated on September 03, 2019

In order to ensure your professional resume will support your goals, use this senior project manager job description to inform what you should highlight on your resume.

By reviewing job description examples, you'll be able to identify what technical and soft skills , credentials and work experience matter most to an employer in your target field.

The Senior Project Manager is responsible for leading teams to deliver project(s) that span across one or more business units. Manage resources, schedules, financials and adhere to stage gate quality and SDLC control guidelines throughout the full systems development life cycle. This also includes management of issues, risks and project change requests to ensure successful and on-time project delivery. Contribute to process improvement initiatives as it relates to improving project delivery.

The Senior Project Manager has the authority to run the project on a day-to-day basis. Verify that the project produces the required deliverables of quality, within the specified constraints of time and cost and to achieve the potential benefits defined in the business case.

Responsibilities:

Manage a portfolio of complex initiatives that span one or multiple lines of business

Provide on-site leadership for project team by building and motivating team members to meet project goals, adhering to their responsibilities and project milestones

Full project life cycle ownership: successful project delivery will include full implementation from initiation to deployment for one major or several minor initiatives simultaneously

Manage all aspects of multiple related projects to ensure the overall program is aligned to and directly supports the achievement of strategic objectives

Report on project success criteria results, metrics, test and deployment management activities

Work creatively and analytically in a problem-solving environment demonstrating teamwork, innovation and excellence

Participate in establishing practices, templates, policies, tools and partnerships to expand and mature these capabilities for the organization

Prepare estimates and detailed project plan for all phases of the project

Procure adequate resources to achieve project objectives in planned timeframes

Manage the day-to-day project activities and resources and chairs the project management team meetings

Monitor staff performance and complete performance reviews

Provide status reporting regarding project milestones, deliverable, dependencies, risks and issues, communicating across leadership

Understand interdependencies between technology, operations and business needs

Demonstrate a functional acumen to support how solutions will address client goals while maintaining alignment with industry best practices

Manage project scope and changes

Participate and/or drive feasibility studies, vendor selections and proposals for evaluation by appropriate key stakeholders

Act as an internal quality control check for the project

Manage ongoing quality control and participate in quality issue resolution

Assist in dispute, negotiation, arbitration or litigation, as needed

Support formal/informal schedules to manage the engagement contract

Define the Statement of Work and Specifications for the requested goods and services

Develop and manage all aspects of project and program engagement from planning, external vendor relationships, communications, resources, budget, change, risks and issues

Set and continually manage project and program expectations while delegating and managing deliverable with team members and stakeholders

Delegate tasks and responsibilities to appropriate personnel

Monitor, track and control outcomes to resolve issues, conflicts, dependencies and critical path deliverables

Develop and deliver progress reports, proposals, requirements documentation and presentations to various audiences, including project team, sponsors, CIO and key stakeholders

Determine the frequency and content of status reports from the project and program team, analyze results and troubleshoot problem areas

Define success criteria and disseminate them to involved parties throughout project and program life cycle

Identify and develop trusted adviser relationship with project and program stakeholders, sponsors and university stakeholders

Coach, mentor, motivate and supervise project and program team

Deliver appropriate and effective executive level communication

Ensure that projects and programs are proceeding according to scope, schedule, budget and quality standards

Manage project and program issues and risks to mitigate impact to baseline

Continue professional development in order to keep abreast of emerging technologies, methods and best practices

Extensive understanding of project and program management principles, methods and techniques

Other duties as assigned

Proven success in providing on site leadership for project team by building and motivating team members to meet project goals, adhering to their responsibilities and project milestones

Performance reviews and staff development

Monitor the performance of staff

Establish practices, templates, policies, tools and partnerships to expand and mature these capabilities for the organization

Qualifications:

Excellent experience in SDLC Methodologies, Agile, SCRUM, SDLC / Waterfall

Strong leadership, diplomatic and motivational skills including the ability to lead up, across and down multiple business and technology organizations

Proven ability to work creatively and analytically in a problem-solving environment demonstrating teamwork, innovation and excellence

Build and maintain relationships by engaging business leaders to establish credibility, solve problems, build consensus and achieve objectives

Excellent leadership, communication (written, verbal and presentation) and interpersonal skills

Self-motivated, decisive, with the ability to adapt to change and competing demands

Research best practices within and outside the organization to establish benchmark data and use continuous process improvement disciplines to achieve results

Tools: MS Project, Excel, Word and PowerPoint; CA Clarity PPM

Experience negotiating vendor contracts

Experience drafting and submitting budget proposals and recommending subsequent budget changes where necessary

Experience in successfully leading projects and programs to on-time, on-schedule and within budget close

Experience leading, motivating and managing various project and program team sizes, including internal and external resources, while holding team accountable for performance

Strong experience presenting to executive sponsors and demonstrated communication skills; both written and oral with technical and non-technical staff, all levels of management

Experience influencing and gaining buy-in from executives sponsors, team members, stakeholders and peers

Team-building skills with technical and non-technical staff

Experience working both independently and in a team-oriented, collaborative environment

Flexible with proven ability to conform to shifting priorities, demands and timelines through analytical and problem-solving capabilities

Technically competent with various software programs, including but not limited to Microsoft Office (Word, Excel, PowerPoint, Visio), Microsoft Projects, ServiceNow, SmartSheet and Lucid Chart

Adept at conducting research into project-related issues and products

Must be able to learn, understand and apply new technologies

Support diverse and inclusive work environment

Required qualifications:

Bachelor's Degree in appropriate field of study or equivalent work experience

5+ years of project management experience, including tracking and planning projects

5+ years of experience working with business stakeholders within a cross-functional matrix environment

1+ years of previous experience with gathering requirements from the client / business and documentation

3+ years of experience with full product lifecycle with understanding of development lifecycle and various technology methodologies that support that lifecycle

Intermediate level of proficiency with MS Project, Excel, Visio, PowerPoint and SharePoint with experience presenting to stakeholders and / or Senior Leadership

Proven ability to demonstrate a drive for results and accountability of business needs

Proven ability to work in an ambiguous environment and collaborate across multiple areas in order to achieve a common business objective

Interpersonal skills to influence and spur change, facilitate and enhance performance within a cross - functional environment

Demonstrate decisiveness in resolving business problems, making decisions and identifying priorities

Senior Project Manager top skills and proficiencies:

Developing Budgets

Supervision

Project Management

Process Improvement

Performance Management

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Senior Project Manager Job Description, Duties, and Responsibilities

This post provides detailed information on the senior project manager job description, including the key duties, tasks, and responsibilities they commonly perform.

It also highlights the major requirements you may be expected to fulfill to be hired for the senior project manager role by most recruiters/employers.

What Does a Senior Project Manager Do?

Senior project managers direct and supervise the activities of an organization’s project unit.

The senior project manager job description entails anticipating problems and proffering solutions necessary to keep a project under budget and on schedule.

In performing their duties, senior project managers oversee the planning of a business, construction or IT project.

They set project goals and define performance criteria such as quality standards, deadlines and cost requirements.

They also contribute to efforts aimed at business development and expansion.

Senior project managers determine the material and labor resources required to carry out a project from start to finish.

Their role involves directing the recruitment and selection of permanent project personnel, and also overseeing the contracting of third party agencies that offer required services.

As part of their responsibilities, senior managers communicate with project managers and team members to keep them informed on changes in project operations.

They monitor the progress of a project to identify problems and ensure they are appropriately resolved.

They also create a system for reporting and monitoring project operations.

Senior project managers usually oversee the day-to-day activities of a project team and supervise project personnel to ensure quality delivery within set time constraints and budget. Their work description also involves acting as coach to motivate and mentor project team to achieve set objectives.

As part of their duties, senior project managers monitor staff performance and complete performance reviews, and carry out internal quality assessments to improve quality of project deliverables.

The senior project manager description also entails assisting in the resolution of disputes, negotiation or litigation as may be required.

They maintain good knowledge of project management principles, methodologies and techniques, and also devise systems that help minimize risks across multiple projects.

To work as a senior project manager requires having a Bachelor’s or Master’s degree in project management.

Some of the qualities you need to succeed in this career include leadership, communication, and problem-solving skills.

Senior Project Manager Job Description Example/Template

Senior project managers perform various functions in ensuring the success of their company’s project unit.

The job description example below shows the various tasks, duties, and responsibilities that commonly make up the work activities of senior project managers in most firms:

Develop and implement project management programs which contain the details of a project
Establish realistic goals and implement action plans for achieving set objectives
Guide and direct project team members to ensure compliance with set standards, procedures, and guidelines
Ensure availability of financial, material and human resources required to successfully complete a project
Evaluate the progress of a project to detect limitations or faults in order to seek solutions to a more efficient process
Monitor industry trends to identify changes in project strategies, tools, terminology and to adjust accordingly
Develop internal communication strategies useful in ensuring communication between various departments of an organization
Use specialized tools and techniques to delegate and ensure even distribution of tasks to project team members
Oversee the recruiting and orienting of project personnel to ensure a capable workforce
Prepare annual budgets, schedule expenditure, and initiate corrective action to meet financial objectives
Participate in educational programs to update job knowledge and expand personal network
Motivate team members to meet project goals by effectively carrying out their responsibilities
Proffer solutions effective in meeting set targets and satisfying client requirements
Conduct feasibility studies and oversee the selection of vendors
Manage every aspect of a project, including its planning, communication, risk assessment, and resources.

Requirements – Skills, Abilities, and Knowledge – for Senior Project Manager Job

To be considered for the job of a senior project manager, most firms may expect the following requirements to be met:

Education and Training: To become a senior project manager, you require a Bachelor’s degree in project management or in a related discipline. A Master’s degree in the same field is also required for the job. Several years of experience in people and resource management are essential to the position. Completing a certification program from a recognized project management institute is also necessary for the job
Leadership Skill: Senior project managers are able to direct the operations of a project unit to ensure set goals are achieved
Communication skill: They communicate with project managers to relay information about a project to team members
Problem-solving skill: They apply project management principles and methodologies in seeking solutions to project problems.

Are you an employer needing a job description for use in hiring for the senior project manager role? If you are, then the sample description provided in this post will assist you in making one for your company.

The detailed information here about the duties and responsibilities of senior managers in charge of projects can help you create work descriptions that attract the best candidates for the position.

The information in this article is also helpful to individuals who are looking forward to become senior project managers. It helps to improve their knowledge of what the career entails so they can better prepare for it.

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What Is a Senior Project Manager?

1. Project Management Basics
2. Project Management Methodologies
3. Project Management Life Cycle
4. Best Project Management Software
5. Team Collaboration Tips
6. Agile Methodology Basics
7. Agile Project Management Tools & Techniques
8. Project Management Frameworks
9. Resources
10. Glossary
Advanced Terminology
Methodologies
PM Software Features
Basic Terminology
Professional Development
Agile Project Management
Project Management Guide

A senior project manager is often thought of as a more experienced project manager. They are entrusted with larger and more complex projects and may be put in charge of several projects at once. The exact job description and requirements will vary from company to company. A senior project manager may have additional responsibilities relating to the management of projects, project managers, and the organization as a whole.

Project responsibilities may include:

Being the escalation point: Senior project managers may be a key point of contact for stakeholders on projects that belong to junior staff. This provides an escalation path for issues the project manager cannot resolve on their own.
Saving struggling projects: When a project gets too far off track, a senior project manager may support the project manager or take over the project.
Interviewing and hiring: Senior project managers may assist with interviewing and hiring new project staff.
Training and managing: In some organizations, project managers report directly to senior project managers.
Mentoring and coaching: Senior project managers are often expected to coach and mentor junior staff.
Acting as a role model: People in this role may be expected to be a role model for junior members of the team.
Big-picture support: A senior project manager may be expected to help with program management and other PMO duties.
Championing progress: Senior project managers may act as champions of learning, process improvement, and project management within the company.

Basic Project Management

Project Charter
Project Management Stakeholders
What is a Project?
Work Breakdown Structure
Project Objectives
Project Baseline
Project Management Scheduling
Project Management Work Packages
Project Management Scope
Scope Creep

Advanced Project Management

What is PERT?
Network Diagram
Risk Management
Cost Estimation
Feasibility Study
Monte Carlo Analysis
Project Integration
Cost Management
PMI Project Management
What To Do With Certification
Certification
Become Certified
PMP Certification
Best Certification

Software Features

Critical Success Factors
Capacity Planning
User Role Access Permissions
Time Tracking
Budget Tracking
Request Forms
Work Assignments
Version Control
Dependency Managements
Project management Milestones
Project Management Software
Project Management Tools
Project Management System
Gantt Charts

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Senior Project Manager Manager Job Description

Senior project manager manager duties & responsibilities.

To write an effective senior project manager manager job description, begin by listing detailed duties, responsibilities and expectations. We have included senior project manager manager job description templates that you can modify and use.

Sample responsibilities for this position include:

Senior Project Manager Manager Qualifications

Qualifications for a job description may include education, certification, and experience.

Licensing or Certifications for Senior Project Manager Manager

List any licenses or certifications required by the position: PMP, PMI, PMBOK, PRINCE2, ITL, PM, HITRUST, CCM, MS, ITIL

Education for Senior Project Manager Manager

Typically a job would require a certain level of education.

Employers hiring for the senior project manager manager job most commonly would prefer for their future employee to have a relevant degree such as Bachelor's and Master's Degree in Engineering, Computer Science, Technical, Business, Information Systems, Technology, Computer Engineering, Project Management, Architecture, Education

Skills for Senior Project Manager Manager

Desired skills for senior project manager manager include:

Desired experience for senior project manager manager includes:

Senior Project Manager Manager Examples

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PDF Document (.pdf) .PDF
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Provide leadership and guidance to cross-functional project team members and liaise with various functional domains (Technology, Operations, Development, Marketing, Service Bureau, Sales, ) to maximize the likelihood of project success
Developing and completing project definition and scope
Establishing the project baseline metrics and parameters required to manage the project's work flows and performance
Identifying and securing required resources to meet project obligations
Providing detailed project planning, execution, tracking, reporting, and cost / scope / risk / issue management
Monitoring and managing project health
Actively managing project risks align to risk appetite
Depending on the size of the project, the role could include managing a team of project managers to deliver the above deliverables
Managing all project financials related to project budgets
Managing the entry of data into the enterprise PPM tool (i.e., Clarity), ensuring the highest level of data accuracy is maintained at all times
At least one AAA PC or console title shipped from beginning to end in a project management role
Strong understanding of Project Management principles and agile development methodologies
Strong understanding of Agile and Waterfall processes
Master’s degree (or equivalent) highly desired
Certifications in financial analysis, accounting, or project management a plus
Proven record of successfully managing within a complex task, schedule-sensitive, and fast-paced environment
To run in-house projects on a day-to-day basis and take responsibility for their delivery using appropriate techniques such as scrum, kanban, waterfall
The successful and timely delivery of all phases of the clearing programme from early concept through to BAU transition
To act as the central point of liaison, communications and coordination with all stakeholders throughout the change process
To establish and manage external vendor relationships
Translates strategic program vision into program high level scope and design
Works across Lines of Business and T&O groups to implement portfolio optimization opportunities that reshape the business application portfolio to reduce complexity and redundancy
Contributes toward strategy results as a partner/influencer
Facilitates joint planning with the stakeholders in the early stages of project formation
Facilitates schedule and cost forecasting and mentors other project managers in determining risk based provisions
Oversees the production of management documents (Project Charter, CTD,.DOU) and contributes to program status reporting
May be required to travel to domestic and international FTI locations
Ability to self-motivate, adapt, and multi-task in a fast-paced environment
5+ years of Project Management experience in a Cosmetic / OTC / Pharma environment
Flexibility, self-motivation and the ability to give and receive feedback
Bachelor's degree in Computer Science or Business Administration (or equivalent) with a minimum of 7 years of relevant professional business experience in project management
Project Management certifications and knowledge of Agile methodologies are considered to be an asset
Plan & lead the project planning workshop locally
Create the project plan following on from the workshop
Create & manage all of the tracking, status reporting, action items, issues risks documents
Provides on-site day-to-day activities between client and company personnel
Engage with all relevant groups for new market entry such as legal, finance, systems, etc
Ensures customer satisfaction by managing the details of overall project schedules and deliverables
Monitors the project from initiation through delivery by organizing interdepartmental activities and by being accountable for meeting schedules and managing costs
Sets goals, objectives, priorities, assigns/reviews work and resolves conflict
Provide input on performance against deliverables
Provide project consulting support for smaller engagements (provide structure, guidance, suggestions)
Strong knowledge of investment banking business processes – front to back
Ensure consistent processes and tracking for development team
Substantial knowledge and ability to apply business practices in the context of project management activities
Identifying risks and developing mitigation and contingency plans to address risks
Keeping all stakeholders informed of risks, issues, concerns and successes
Project and Program execution
Consider risk management by monitoring client issues and technical issues in a timely manner to minimize liability
Provide quality assurance review of program deliverables to ensure adherence to business architecture standards
Responsible for the development of end to end project plans in coordination with Technology, Compliance and Business stakeholders
Analyze size and scope of upcoming initiatives and deliverables
Create and present to senior management on high priority topics and issues
Have industry awareness and relationship management with vendors and service providers
Assess feasibility of solutions and proposals within operating constrain with minimal to no analysis
Planning of complex projects, execution and control (from the project setup to project closure)
Execution of multiple projects leading multiple project-teams
Customer management and requirement management
Familiarity with PMI processes
A minimum 5-7 years of IT Project Management
Possesses general understanding n the areas of application programming, database and system design
Minimum of seven years’ experience in a traffic and/or project management role, preferably with an advertising/marketing agency
Skilled in managing multiple large scale, multi-faceted projects with up to 40 deliverables running simultaneously
Ability to identify, mitigate and manage risks against project schedules and budgets
Leads matrix teams
Takes a role as a leader of a team that works collaboratively toward solution that benefits the project
Shows initiative and works independently
Must have technical aptitude and knowledge of data centers, network and telecom, PCI & software lifecycle development
Manages success of moderate to complex Operations projects from development through delivery via project plans, task analysis, risk mitigation and status reporting
Serves as liaison between project team and stakeholder in order to ensure that all targets and requirements are met
Provides metrics and reporting to ensure projects are on track
Coordinates the project implementation and assists in the enforcement of process standards
Identify problems and communicate with sponsor and project team as to the resolution
Communicate internally/externally progression of project with a method that targets key milestones
BS in Computer Science, business, or equivalent education/training/experience
Background in Healthcare Industry, especially healthcare clinical data and claims data
Background in managing Business Intelligence initiatives
Project management training/certification, such as PMP
Provision of business analysis to understand IM requirements and assist in shaping the project initiatives
Liaise with Project Managers cross functionally in order to coordinate activities

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How To Become A Senior Project Manager: Not Just Right Place Right Time

Get ahead in your quest to become a senior project manager with Christina Sookram's expert guide to what to do (and what NOT to do) on your journey to the senior level of the PM field.

project manager wearing a badge for how to become a senior project manager

People attach meaning and value to different things over time. For example, at its basic level, money could be described as pieces of paper or metal. It’s the value that we associate it with these pieces of paper and metal that make it desired and valuable.

The same could be argued for job titles. For instance, for the role of a project manager, people have assigned value to specific adjectives that describe the project management position.

Like “junior” and “senior”. And much like money, at certain times in our career as a project manager, we may have put value and desire on the ‘senior project manager’ title.

However, what exactly is a senior project manager and how does one obtain such a role, level, or title during their career.

In this article, I’ll take a look at what a senior project manager is, how to become a senior project manager, and if becoming a senior PM has more to do with experience and expertise or being in the right place at the right time.

What Is A Senior Project Manager?

Being called a ‘senior’ could mean a lot of things. In everyday life, we consider members of our communities and families ‘seniors’ if they have reached a certain age or point in their life.

In Canada where I live, anyone who is 55 years of age and older may be eligible for discounts as a result of their age. In other communities and cultures, someone may be considered a senior if they have acquired certain experiences, skills or have been practicing a profession or activity for an extended period of time.

In the project management world, a senior project manager is a project manager at the more experienced end of the scale, who manages multiple projects and teams at the same time.

Associated with this concept of a senior-level project manager is that they demonstrate outstanding leadership skills and influence those above and below them without an executive level position and the use of coercion.

Let’s take a more detailed look at what differentiates a senior project manager from other project manager job roles.

Project Manager vs Senior Project Manager: What’s The Difference?

The role of project manager can be best described as, “the single most important position on a project team and has the overall responsibility for its success. This position comes with a tremendous responsibility, accountability, ownership, and authority.”

This is usually gained via years of experience working on projects as either a project manager or program manager . Neal Whitten , for PMI, states further some of the main responsibilities of a project manager, including:

Has full accountability and responsibility for the project : Accountable for outcome of project
Applies lessons learned from recent projects : Learns from past mistakes and successes
Defines roles & responsibilities : Responsible for making sure everyone on the project team understands what they need to do and what is expected of them
Leads project planning activities : Leads the development, execution, and monitoring of the project plan against project performance

So, if these are the basic responsibilities that all project managers do, how can one be viewed as a senior at this?

What differentiates entry-level, junior, or intermediate level project managers from a senior project manager is how they demonstrate the following skills in carrying out the responsibilities listed above.

Leadership Skills

At the core of the project management role is the ability to lead people. What may differentiate a junior vs senior project manager is the type of leadership style they use and how they use their leadership position to influence others. Senior project managers may use charismatic or expert leadership styles.

Members of the project team may be inclined to follow their project manager due to their ability to connect with all kinds of stakeholders on the project.

Likewise, they may be viewed as a leader due to their knowledge and experience from managing other projects. Senior project managers are able to influence stakeholders without using coercion or relying on a position of authority.

They are able to communicate the goals and vision of the project and inspire stakeholders to support this in order to deliver a project’s results. Junior or intermediate project managers may rely on their formal position in order to influence those on a project.

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Communication Skills

Senior project managers should have exemplary communication skills. They must be able to not only deliver messages to the appropriate stakeholders using the appropriate tools at the right time, they must also be able to understand and interpret communication as well.

This includes both verbal and non-verbal communications. Now this does not mean that a project manager needs to have superpower skills like the ability to read minds.

What it does mean is that senior project managers should be able to interpret the intention and meaning behind any communication from key stakeholders like the project sponsor and understand how this impacts project execution and the work of the team.

Mentoring and Coaching Skills

This is a key differentiating skill between junior and senior project managers. Not only must a project manager know their role and project management tools, techniques , and frameworks, they may also need to teach and coach others on these as well.

For instance, a project manager may need to provide coaching to the Scrum team on how to use certain project planning tools such as a Work Breakdown Structure, User Story creation, or project management methodology such as Scrum or Kanban .

Likewise, they may need to teach a project stakeholder like the sponsor about an agile project management delivery framework like Scrum or the project life cycle , as well as what their role is.

Throughout the project, a senior project manager may need to mentor those on the team by providing feedback and additional resources.

That’s not to say that junior project managers can’t and don’t do mentoring and coaching, but senior project managers should be able to proactively recognize when stakeholders may need coaching and support.

How Many Years Of Experience Does A Senior PM Need?

According to insights from job recruitment sites like Glassdoor , senior project managers on average have between 5 to 8 years of work experience (with 5 years being the minimum).

Of course it’s not just simply a matter of putting in the ‘right’ number of years and then receiving an official title change to senior project manager.

Everyone is different and as such our career paths , development, and growth will look different too. It may take someone 5 years to transition into a senior project management role whereas someone else’s journey could take them 8.

What is important to be considered is being able to develop project management skills in the areas of project planning, communication, and leadership to be able to demonstrate above average performance and knowledge in these areas.

Is Getting Promoted Just Right Place, Right Time?

It’s human nature to compare ourselves to others. We may look at peers and colleagues who are also in project management roles and wonder, “how did they get promoted and I didn’t?” Is there truth in the saying that getting promoted is really about being in the right place at the right time?

From an office politics point-of-view, it may look and feel like this. However, any HR expert will tell you that a lot more should (and often does) factor into what makes an employee promotable .

While timing (such as an internal organizational restructuring) may provide opportunities for advancement, that alone may not provide a solid rationale for promoting a project manager into a senior PM role.

Oftentimes, organizations will look at leadership skills, project accomplishments, and capacity to take on more complex tasks as inputs in the career advancement process.

Likewise, some may feel that simply being in a role for a certain period of time (for example, 5 years) qualifies one to move into a senior project manager role.

This is a form of entitlement that may actually harm your chances of promotion or career advancement. Rather than simply putting in the time, it may be more worthwhile to focus on such questions as:

What am I doing to help the project team meet their goals?
What contributions am I making to the organization?
How am I encouraging and supporting the growth and development of others?

What Skills & Qualifications Do Senior PMs Need?

One of the fascinating things about networking within the project management community and meeting new project managers is learning about their skills, qualifications, and project management career path.

While all of us may take different paths to enter the project management profession, in general project managers need to have a solid foundation in leadership to be successful.

Kathy Schwalbe, in her book Introduction to Project Management, Seventh Edition , indicates further suggested skills and knowledge areas a project manager should have:

Hands-on experience managing all ten project management knowledge areas and the eight project performance domains, tools, and techniques from the Project Management Institute’s Project Management Body of Knowledge (PMBOK® Guide)
The application area of the project (domain, industry, market, etc.)
The project environment ( politics of the organization , culture, change management, etc.)
General business knowledge (financial management, strategic planning, risk management, etc.)
Human relations knowledge (leadership, motivation, communication, soft skills, etc.)

Formal project management training (waterfall, Agile, SAFe, etc) is also recommended. Community colleges and sites such as LinkedIn Learning, Coursera, and The DPM School all have excellent project management training in a variety of project management topics and learning styles to help project managers become upskilled.

Many project managers have formal educational qualifications such as a bachelor’s degree, or advanced degree such as a master’s degree in addition to specific project management training.

Likewise, having relevant project management certifications are also highly recommended. Organizations such as the Project Management Institute (PMI), Scrum Alliance, and Scaled Agile offer a variety of project management certifications and learning paths.

Project management certifications such as the PMP certification (Project Management Professional) and CSM (Certified Scrum Master) are globally recognized and may be required for career advancement.

How To Become A Senior Project Manager

There is no ‘one-size-fits-all’ prescribed list that will outline how you can advance to become a project manager. As mentioned earlier, the path to our career advancement will be different for each of us.

Along that path, we may pause for life events like starting a family, transitioning to another industry or organization, or even relocating to another country. Below are some recommendations for things that you could do on a regular basis to prepare you for a senior project manager role.

Volunteer Yourself

Volunteer for projects and initiatives outside of your area of responsibility: Does your organization participate in corporate social responsibility/philanthropic causes? Is there a call-out for volunteers to participate on a committee or board?

These are great opportunities to expand your project management experience by taking on different tasks that you may not get to do in your main role. Also, this will demonstrate your ability to take on more responsibility and to possibly push yourself beyond your comfort zone and develop your problem-solving skills.

Ask For Feedback Regularly

If you want to advance your career, you should be aware of gaps or areas that you may need to improve.

Ask not only your manager or sponsor for feedback, ask for feedback from the members of your project team and stakeholders. Be prepared to receive both positive and negative feedback as well. This will help you set goals, milestones, and metrics to measure your career development progress.

Invest In Your Professional Development

Seek out and take advantage of opportunities to develop your skills and knowledge. Whether or not your organization provides financial resources for attending specialized conferences like agile conferences and training courses, there are many free webinars and events (both in-person and virtual) that you can attend to learn more about the latest trends and tools in project management.

If you are looking to learn more about specific project management software tools beyond Microsoft Project, many vendors offer free trials that you can use to become familiar with the software.

Become a Mentor

One of the most important roles a project manager has is to be a coach and leader, and to foster an environment for collaboration and teamwork.

Mentorship offers a great opportunity for you to build and develop your coaching skills by helping to develop someone and build both their and your interpersonal skills. Mentorship is also a great way to reflect on your own skills, experiences, and career plan to see if there are further areas that you should develop.

How to become an independent project management consultant: 8 steps, 5 project management resume tips from an expert pm, jobs with purpose: my project management skills helped me build a career in sustainability, senior project manager salary.

The salary for a senior project manager can vary based on location, industry, and years of work experience.

Sites such as LinkedIn and Glassdoor can offer an insight into the salary range you can expect for a senior project management role and many senior project manager job descriptions that may state the salary range and desired skills and qualifications.

Also, resources such as The Digital Project Manager’s Salary Guide can also provide some insights.

What NOT To Do To Become A Senior PM

Nobody wants to sabotage their career. However, we may be tempted to do things without even realizing that they could hurt our chances of advancement into a senior project manager role. There are certain things that you should avoid doing if you want to become a successful senior project manager.

Here are some of them:

Don’t be a jerk : This can’t be stated enough. Senior project managers need to be excellent at building relationships with everyone on the project team and with all stakeholders. This includes treating all people with respect and acting in a professional manner in all interactions and communications. [ Translation : even the people you don’t like on a personal level]. Being rude or acting like a bully will not help you succeed or build strong teams. Be kind and have empathy!
Avoid micromanaging : As a senior project manager, it is important to delegate tasks to your team and trust them to carry out those tasks. Micromanaging can create a culture of distrust and lead to low morale among team members.
Don't neglect communication : Effective communication is essential for any project to be successful. As a senior project manager, you should communicate clearly with your team, stakeholders, and others involved in the project.
Don't make assumptions : Assumptions can lead to misunderstandings and mistakes. As a senior project manager, it is important to ask questions and clarify assumptions to ensure everyone is on the same page.
Don't ignore risks : Every project has risks, and it is the responsibility of the senior project manager to identify, assess, and manage those risks. Ignoring risks can lead to project failure (here's how to avoid project failure ).
Don't be inflexible : Projects can be unpredictable, and it is important to be adaptable and flexible in your approach. As a senior project manager, you should be willing to adjust your plans and strategies as needed to achieve project success.

By avoiding these common pitfalls, you can increase your chances of becoming a successful senior project manager.

Upwards and Onwards

By now hopefully you will see that transitioning into a senior project management role isn’t a result of being part of a secret society at the office or simply putting in your time at the office.

It takes a combination of professional growth, leadership, and gaining an excellent and in-depth knowledge of project management tools and frameworks.

While our career journeys may not be the same, at the end we will hopefully bloom into the amazing project managers we’re all destined (and have the ability to become).

What does your career journey look like? Got any other tips & suggestions for how to advance in a project management career? Feel free to connect with me via LinkedIn or Twitter to share your feedback and thoughts.

For more helpful career growth information, subscribe to The Digital Project Manager’s newsletter .

South Africa

Senior Project Manager Job Description

Who is a senior project manager.

We are seeking an experienced Senior Project Manager to lead our project management team and oversee the successful execution of our projects. The ideal candidate will have a proven track record of managing complex projects, excellent leadership skills, and a commitment to delivering results on time and within budget.

Responsibilities:

Develop comprehensive project plans aligned with organizational goals, considering timeframes, budgets, resources, and potential risks.
Motivate and inspire team members, fostering a collaborative and results-oriented work environment.
Provide strategic direction throughout the project lifecycle, making crucial decisions and adapting strategies as needed.
Assemble and lead high-performing project teams, delegating tasks effectively and ensuring clear communication channels.
Mentor and coach team members, assisting them in developing their skills and expertise.
Facilitate effective communication between team members, stakeholders, and clients, fostering transparency and buy-in throughout the project.
Proactively identify and assess potential risks that may hinder project progress.
Develop and implement mitigation strategies to address identified risks and minimize their impact.
Effectively troubleshoot and solve problems that arise during the project, finding creative solutions and making sound decisions under pressure.
Manage project budgets efficiently, ensuring resources are allocated effectively and within budget constraints.
Monitor project expenses and identify potential areas for cost savings.
Secure necessary resources, such as personnel, equipment, and materials, to meet project requirements.
Maintain positive relationships with all stakeholders involved in the project, including clients, sponsors, and team members.
Effectively manage stakeholder expectations through clear communication and regular progress updates.
Address stakeholder concerns and navigate challenging situations with diplomacy and professionalism.
Closely monitor project progress against initial plans, identifying deviations and taking corrective actions as needed.
Generate comprehensive reports summarizing project progress, performance metrics, and potential challenges for stakeholders.
Utilize project management tools and software to track progress, manage resources, and collaborate effectively with team members

Requirements and Qualifications:

Bachelor's degree in Project Management, Engineering, Business Administration, or related field; Master's degree or PMP certification preferred.
Proven experience in project management, with a track record of successfully managing large, complex projects from initiation to completion.
Strong leadership and team management skills, with the ability to motivate, inspire, and lead project teams to achieve project goals and objectives.
Excellent communication and interpersonal abilities, with the capacity to interact professionally and effectively with stakeholders at all levels.
Advanced problem-solving and decision-making skills, with the ability to analyze situations, identify issues, and develop creative solutions.
Expertise in project management methodologies, tools, and techniques, with proficiency in project management software (e.g., Microsoft Project, Jira, Asana).
Ability to prioritize tasks and manage competing priorities and deadlines effectively.
Strong negotiation and conflict resolution skills, with the ability to resolve issues and conflicts in a constructive and timely manner.
Knowledge of project management best practices, standards, and frameworks (e.g., PMBOK, Agile, Scrum).
Experience in managing project budgets, resources, and timelines, and ensuring cost-effective utilization of resources.
Demonstrated ability to build and maintain relationships with clients, vendors, and project stakeholders, and manage stakeholder expectations.
Commitment to quality and excellence in project delivery, with a focus on achieving results and exceeding customer expectations.
Adaptability and flexibility to navigate changing priorities, project requirements, and business needs.
Commitment to continuous learning and professional development, staying updated on industry trends, best practices, and emerging technologies in project management.
Integrity, professionalism, and a positive attitude in all aspects of work.

Required Skills:

Project management
Communication
Problem-solving
Stakeholder management
Strategic planning
Team management
Negotiation

Frequently Asked Questions

What is the role of a senior project manager?

A senior project manager is responsible for overseeing the planning, execution, and completion of complex projects within an organization. Their role involves leading project teams, setting project objectives, managing resources, mitigating risks, ensuring project delivery within scope, schedule, and budget constraints, and communicating project progress to stakeholders.

What is the difference between a project manager and a senior project manager?

The main difference between a project manager and a senior project manager lies in their level of experience, responsibility, and authority. While both roles involve managing projects, a senior project manager typically handles larger and more complex projects, leads project teams, and may have additional responsibilities such as mentoring junior project managers, setting strategic project direction, and providing guidance on project management methodologies.

How many years is a senior project manager?

The number of years required to become a senior project manager can vary depending on factors such as industry, experience, and level of responsibility. Typically, senior project managers have several years of experience working as project managers and have demonstrated their ability to successfully manage complex projects and lead project teams.

What is the highest project manager position?

The highest project manager position within an organization may vary depending on the organizational structure and hierarchy. In some organizations, the highest project manager position may be the Director of Project Management or Vice President of Project Management, who oversees multiple project managers and project portfolios at a strategic level. However, the specific title and responsibilities may differ from one organization to another.

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20 Senior Project Manager Interview Questions and Answers

Common Senior Project Manager interview questions, how to answer them, and sample answers from a certified career coach.

Congratulations! You’ve been invited to interview for a senior project manager position. Now comes the daunting task of preparing—you want to make sure you come across as confident and knowledgeable, while also showing your enthusiasm for the job.

To help you prepare, we’ve compiled some common questions that interviewers ask when they’re evaluating potential senior project managers. Read on to learn what might be asked during your interview, plus tips on how to answer each question thoughtfully and effectively.

What is your experience with project management methodologies such as Agile, Waterfall, and Scrum?
Describe a time when you had to manage multiple projects simultaneously.
How do you ensure that all stakeholders are kept informed of the progress of a project?
Explain how you would handle a situation where a team member was not meeting their deadlines or delivering quality work.
What strategies do you use to identify potential risks in a project and develop plans to mitigate them?
Provide an example of a successful project you have managed from start to finish.
How do you prioritize tasks and delegate responsibilities among team members?
What techniques do you use to motivate teams and keep morale high during challenging projects?
Are you familiar with budgeting and cost control methods for managing projects?
How do you stay organized and on top of all the moving parts of a project?
Describe your experience working with remote teams and virtual meetings.
What strategies do you use to ensure effective communication between team members and other stakeholders?
How do you handle difficult conversations with clients or senior management about project delays or changes?
Do you have any experience leading cross-functional teams?
What metrics do you use to measure the success of a project?
How do you approach setting realistic timelines and expectations for a project?
What strategies do you use to ensure that projects remain on track and within scope?
Have you ever encountered a project that failed due to poor planning or execution? If so, what did you learn from it?
Describe your experience with developing and implementing project management software.
What steps do you take to ensure that all project deliverables meet quality standards?

1. What is your experience with project management methodologies such as Agile, Waterfall, and Scrum?

Project managers are expected to understand and be proficient in a wide variety of project management methodologies. By asking this question, the interviewer is looking to determine if you have the knowledge and experience to take on a senior project management role. They want to know if you have a deep understanding of these methodologies and how to apply them to different types of projects.

How to Answer:

Start by discussing which project management methodologies you have experience with and how you’ve applied them to various projects. Talk about the successes you’ve had using a particular methodology, as well as any challenges you faced and how you overcame them. Be sure to explain why you chose a certain methodology for a specific project and what the results were. Finally, mention any additional certifications or training you have in these areas.

Example: “I have extensive experience with project management methodologies such as Agile, Waterfall, and Scrum. I’ve used these methods to manage a variety of projects from software development to website design. For example, when I was working on a large-scale software project, I chose the Agile methodology because it allowed us to quickly iterate based on feedback from stakeholders. We were able to complete the project ahead of schedule and under budget. Additionally, I am PMP certified and have taken several courses in various project management techniques.”

2. Describe a time when you had to manage multiple projects simultaneously.

Senior project managers are expected to be able to manage multiple projects at once, so an interviewer will want to know that you have the experience and skills to do so. They’ll want to hear about how you handle multiple projects, how you managed resources and timelines, and how you communicated and collaborated with stakeholders. This question gives you the opportunity to demonstrate that you have the skills and experience necessary to manage multiple projects effectively.

When answering this question, you want to focus on the steps that you took to manage multiple projects simultaneously. Talk about how you assessed each project and identified what resources were required for each one. Explain how you communicated with stakeholders and managed expectations. Describe any systems or processes you implemented to keep all of the projects organized and on track. Finally, discuss what you learned from managing multiple projects at once, such as time management skills or communication strategies.

Example: “I understand the importance of keeping stakeholders informed and have experience managing multiple projects at once. I use a variety of methods to ensure all stakeholders are kept up-to-date on the progress of their project, including regular progress reports, emails, phone calls, and even face-to-face meetings when necessary. I tailor my communication approach depending on the needs of each stakeholder – for example, some may prefer more frequent updates while others may only need occasional updates. Keeping stakeholders in the loop helps them provide feedback and identify any potential risks or issues early on, which is essential for successful project management.”

3. How do you ensure that all stakeholders are kept informed of the progress of a project?

Keeping stakeholders informed is a key responsibility of a senior project manager. Not only do you need to ensure stakeholders are kept up to date with the progress of the project, but they must also be made aware of any changes or potential risks to the project. The interviewer wants to know that you understand the importance of communication and are prepared to take the necessary steps to ensure stakeholders are kept informed.

You should explain that you use a variety of methods to ensure stakeholders are kept informed. This could include regular progress reports, emails, phone calls, or even face-to-face meetings. You should also discuss how you would tailor your communication approach depending on the stakeholder and their needs. For example, some stakeholders may prefer more frequent updates while others may only need occasional updates. Finally, you should emphasize the importance of keeping stakeholders in the loop so they can provide feedback and help identify any potential risks or issues.

Example: “To ensure all stakeholders are kept informed of the progress of a project, I use a variety of communication methods. This includes regular progress reports, emails, phone calls, and even face-to-face meetings if necessary. Depending on the stakeholder, I tailor my approach to make sure they receive the information they need in the format that works best for them. Additionally, I always emphasize the importance of timely feedback from stakeholders so any potential risks or issues can be identified quickly and addressed efficiently.”

4. Explain how you would handle a situation where a team member was not meeting their deadlines or delivering quality work.

Working with a team of people towards a common goal is a big part of a senior project manager’s job. It’s important to be able to identify when someone isn’t performing up to par and then take the necessary steps to help them improve. This question helps to gauge your ability to lead and manage a team, and how you approach conflicts that arise in the workplace.

Start by talking about how you would first try to understand the root cause of why the team member isn’t performing. It could be a lack of knowledge or understanding, an issue with their workload, or something else entirely. Then explain how you would talk to them and come up with solutions together – such as additional training, more resources, or breaking down tasks into smaller chunks. Finally, explain how you would follow-up to ensure that deadlines are met and quality is maintained.

Example: “I believe in a collaborative approach when it comes to managing team performance. I would first talk to the team member and try to understand why they’re not meeting deadlines or delivering quality work. My goal is always to help them improve, so I would discuss potential solutions such as providing additional training or resources, breaking down tasks into smaller chunks, or setting up more frequent check-ins. Once we have an action plan in place, I would follow-up regularly to ensure that deadlines are met and quality is maintained.”

5. What strategies do you use to identify potential risks in a project and develop plans to mitigate them?

Risk management is a critical part of being a project manager. Without understanding how to identify and assess potential risks, it’s impossible to develop effective plans to mitigate them. Knowing how to do this is essential to a successful project. The interviewer wants to know that you understand the importance of risk management and have the skills to do it well.

The best way to answer this question is to provide a specific example of how you have identified potential risks and developed plans to mitigate them. Talk about the steps you took, such as researching industry trends or using data analysis tools, to identify any potential risks. Then explain the strategies you used to develop plans to address those risks, such as creating contingency plans or developing backup resources. Finally, talk about the results of your efforts, such as cost savings or improved project timelines.

Example: “In my previous role as a Senior Project Manager, I was responsible for identifying and mitigating potential risks in our projects. Whenever we started a new project, I would research industry trends and analyze data to identify any potential issues that could arise. From there, I would develop plans to address those risks, such as creating contingency plans or developing backup resources. My efforts resulted in cost savings of up to 20% on certain projects and improved project timelines by up to 15%.”

6. Provide an example of a successful project you have managed from start to finish.

This question helps an interviewer understand your experience and skill set. It also helps them gauge how you handle different aspects of a project, such as budgeting, scheduling, and communication. By providing a concrete example, you can demonstrate how well you can manage a project from beginning to end.

Begin your answer by briefly describing the project. Then, explain how you managed each step of the process, such as budgeting and scheduling, to ensure success. Be sure to mention any challenges that arose during the project, and what strategies you used to overcome them. Finally, describe the results of the project and how it was successful.

Example: “I recently managed a large website redesign project for a client. I worked closely with the team to create a timeline, budget and scope of work that was both achievable and realistic. Throughout the process, I ensured that everyone was on track and communicated any changes or updates in a timely manner. We also encountered some technical issues which we were able to solve quickly by working together as a team. In the end, the project was completed within the agreed upon timeline and budget and the client was very happy with the results.”

7. How do you prioritize tasks and delegate responsibilities among team members?

As a senior project manager, it’s your job to ensure tasks are completed on time and within budget. This means you must be able to identify the most important tasks, delegate responsibilities among team members, and ensure everyone is on track with their tasks. This question is a way for the interviewer to gauge how well you would be able to handle this responsibility and ensure the project is completed successfully.

To answer this question, you should explain how you prioritize tasks by first understanding the goals and objectives of the project. Once you have a clear vision of what needs to be done, you can break down the project into smaller tasks and delegate them among team members based on their skills and strengths. You should also explain how you keep track of progress, communicate with team members, and ensure that everyone is staying on task. Finally, emphasize your ability to adjust and adapt as needed when unexpected challenges arise.

Example: “I prioritize tasks by first understanding the project goals and objectives. Then, I break down the project into smaller tasks and assign them to team members based on their skills and strengths. During the course of the project, I keep track of progress and communicate with team members so that everyone is staying on task. If unexpected challenges arise, I adjust my approach accordingly and make sure that all team members are on the same page.”

8. What techniques do you use to motivate teams and keep morale high during challenging projects?

Project managers need to be able to keep their teams motivated and engaged to produce the best results. They also need to know how to handle periods of difficulty or uncertainty in a project. This question helps the interviewer gauge how well you’re able to handle these situations and how you’re able to keep a team focused and productive.

Talk about the methods you’ve used in the past to motivate teams, such as setting achievable goals and recognizing team members for their successes. You can also discuss how you foster a positive environment on the team by providing feedback, having regular check-ins, and encouraging collaboration. Additionally, talk about how you handle challenging projects or times of difficulty—for example, if you provide additional resources or adjust timelines when needed.

Example: “I believe the key to keeping morale high on challenging projects is communication. I make sure to check in with the team regularly, provide feedback on their progress, and keep everyone updated on the project’s timeline. I also like to make sure team members have the resources they need to be successful and that their individual goals are realistic and achievable. Additionally, I like to recognize team members for their successes; even small wins can help keep morale high. Lastly, I strive to create an environment of collaboration and support, where team members can work together to solve problems and come up with creative solutions.”

9. Are you familiar with budgeting and cost control methods for managing projects?

Managing a project involves many different tasks and responsibilities, and one of the most important is budgeting and cost control. This question is designed to assess your knowledge of the budgeting and cost control techniques you use to ensure that a project stays on track and within budget. It also helps to gauge your ability to make sound financial decisions when it comes to projects.

To answer this question, you should be prepared to discuss the budgeting and cost control methods that you have used in past projects. Make sure to explain how these techniques helped you manage a project successfully and keep it within budget. Additionally, you can also mention any financial software or tools that you are familiar with and have experience using. Finally, don’t forget to emphasize your ability to make sound financial decisions when it comes to managing projects.

Example: “Yes, I have extensive experience with budgeting and cost control methods for managing projects. I have used a variety of techniques such as creating cost estimates, tracking project expenses, and analyzing variance reports to ensure that projects stay within budget. Additionally, I am well-versed in using financial software such as QuickBooks and Excel to help me manage projects and budgets. I also have a keen eye for spotting potential cost overruns and quickly taking corrective action to keep projects on track and within budget.”

10. How do you stay organized and on top of all the moving parts of a project?

Senior Project Managers are expected to manage complex projects with many moving parts and stakeholders. Being organized is essential in this role, so the interviewer wants to know how you stay organized and on top of all the tasks. They want to make sure that you can handle the challenges of a large and complex project and that you have the necessary skills and experience to stay organized and on top of all the tasks.

To answer this question, you should focus on the strategies and tools that you use to stay organized. Talk about how you break down a project into smaller tasks and assign deadlines for each task. You can also talk about how you use project management software or other organizational tools to keep track of all the moving parts. Finally, emphasize your ability to prioritize tasks and delegate responsibilities when needed.

Example: “I stay organized and on top of all the moving parts of a project by breaking it down into smaller tasks and assigning deadlines for each task. I use project management software to keep track of all the tasks and their status, and I’m able to prioritize tasks and delegate responsibilities when needed. I also have a regular check-in with my team to make sure that everyone is on the same page and that the project is on track.”

11. Describe your experience working with remote teams and virtual meetings.

Remote work has become a popular way to collaborate, especially with the rise of technology. This question helps the interviewer gauge your ability to manage a team in a virtual setting and understand the tools and processes needed to lead a successful remote project. They may also want to know if you have experience with virtual meeting tools like Zoom, Microsoft Teams, or WebEx, and how you adapted to this new way of working.

Start by talking about any relevant experience you have with remote teams. Describe the challenges and successes of managing a team in a virtual setting, such as how you overcame communication issues or worked around time zone differences. Then mention the tools and processes you used to facilitate successful virtual meetings, such as scheduling regular check-ins and using video conferencing platforms. Finally, discuss how you adapted to this new way of working and what you learned from it.

Example: “I have extensive experience working with remote teams on a variety of projects. I’ve found that the key to successful remote teamwork is good communication, so I’ve implemented processes like using a project management platform to keep everyone on the same page and scheduling regular check-ins with my team. I’ve also used virtual meeting tools like Zoom and Microsoft Teams to facilitate successful meetings with remote participants. I’ve learned how to adapt quickly to this new way of working and I’m confident that I can successfully manage a remote team for your organization.”

12. What strategies do you use to ensure effective communication between team members and other stakeholders?

Effective communication is critical to successful project management. As a senior project manager, you’ll need to be able to create clear communication plans, ensure everyone understands their roles and responsibilities, and be able to quickly address any issues that arise. This question will help the interviewer understand how you approach communication and collaboration on projects.

You should be prepared to speak about how you’ve handled communication on past projects. Talk about strategies such as setting up regular check-ins, creating a shared online workspace for collaboration and task tracking, or holding team meetings to discuss progress and address any issues that arise. You can also talk about the importance of clear expectations and ensuring everyone understands their roles and responsibilities in order to ensure effective communication.

Example: “I’ve found that the most successful projects are ones that have effective communication built into their foundation. I always start with setting up a clear communication plan that outlines how, when, and what kind of communication will take place. I ensure that everyone has a clear understanding of their roles and responsibilities and that there is a shared workspace where everyone can collaborate and track tasks. I also like to have regular check-ins with the team and stakeholders to ensure that everyone is on the same page and that any issues are quickly addressed. I believe that setting up clear expectations and effective communication from the start is key to the success of any project.”

13. How do you handle difficult conversations with clients or senior management about project delays or changes?

As a senior project manager, you will often be responsible for difficult conversations about project timelines, budget changes, and other critical issues. This question allows the interviewer to gauge your ability to handle such conversations with diplomacy, tact, and respect. They will want to make sure you have the appropriate interpersonal skills to manage these conversations and make sure that everyone is on the same page when it comes to the project.

Start by emphasizing your ability to be honest and transparent with clients and senior management. Explain that you are always prepared to explain the reasons for any delays or changes, and how they can be addressed. Talk about your experience in managing these conversations, such as taking the time to listen to their concerns and proposing solutions. Demonstrate that you understand the importance of maintaining a positive relationship while still addressing project issues head-on.

Example: “When it comes to difficult conversations with clients or senior management, I always focus on being honest and transparent. I start by acknowledging their concerns and taking the time to listen to their issues, and then I explain the reasons for any changes or delays and how they can be addressed. I have experience in managing these conversations in a way that still maintains a positive relationship, while being firm and addressing the project issues head-on. I also have experience in working with clients to come up with creative solutions to any challenges that arise, so that everyone is satisfied with the outcome.”

14. Do you have any experience leading cross-functional teams?

Senior project managers are expected to bring together different teams and departments to work on a single project. This means they must have experience working with different personalities, backgrounds, and perspectives, and be able to effectively manage them to ensure the project is completed on time and within budget. By asking this question, the interviewer is trying to gauge your ability to do this.

Start by discussing your experience leading teams in previous roles. Talk about any successful projects you’ve managed and how you worked with different departments to ensure the project was completed on time and within budget. If you don’t have much direct experience, focus on other experiences that demonstrate your ability to work with people from different backgrounds and perspectives. Talk about how you were able to bring together differing opinions to reach a consensus or how you handled tough conversations with stakeholders.

Example: “I have extensive experience leading cross-functional teams. In my current role, I manage a team of 10 people from various departments, including IT, marketing, and operations. I’ve been able to successfully coordinate their efforts to ensure the project is completed on time and within budget. I’ve also had success in bringing together different perspectives to reach consensus. I have a strong ability to listen to different points of view and then help the team draw out the best ideas and create a plan of action that everyone can agree on. I believe this is a key skill for any project manager and I look forward to applying it to the projects I’ll be managing at XYZ Corp.”

15. What metrics do you use to measure the success of a project?

This question tests both your understanding of project management and your ability to think critically about how to measure the success of a project. The metrics you choose to measure success should be tailored to the project at hand and the goals of the organization. Interviewers want to know you can identify the most important metrics and track them in order to make sure a project is on track and successful.

Before answering this question, you should have a good understanding of the project you’re interviewing for. This will help you determine which metrics are most important to measure success. Think about the goals of the organization and how they relate to the project at hand. You can then explain which metrics you would use to track progress towards those goals. Examples could include customer satisfaction ratings, revenue generated from the project, or time saved due to efficiency gains. Be sure to emphasize your ability to identify key performance indicators (KPIs) and monitor them throughout the project.

Example: “I believe that the most important metric to measure success of a project is customer satisfaction. Therefore, I would track customer feedback throughout the project and use it to measure success. I would also track the amount of revenue generated from the project, as well as the time saved due to efficiency gains. I believe that these three metrics are the most important to measure the success of a project, and I am confident in my ability to track them throughout the course of the project.”

16. How do you approach setting realistic timelines and expectations for a project?

As a senior project manager, you’ll be responsible for setting realistic timelines and expectations for every project you oversee. This is an important skill, as it will help ensure that you and your team are able to complete the project on time and in budget. The interviewer wants to know that you have the foresight to anticipate any potential pitfalls and plan accordingly.

Talk about your process for setting expectations and timelines. Explain that you begin by assessing the scope of the project, considering any potential risks or obstacles, then breaking down the tasks into smaller, manageable pieces with realistic deadlines. You should also mention that you consult with team members to ensure everyone is on the same page in terms of deliverables and timelines. Lastly, emphasize that you are always willing to adjust the timeline if needed—to accommodate changes in scope or unexpected delays.

Example: “When setting expectations and timelines for a project, I take a comprehensive approach. I begin by assessing the scope of the project and any potential risks or obstacles that could arise. Then, I break down the project into smaller, manageable tasks and set realistic deadlines for each. After that, I consult with team members to ensure that everyone is on the same page in terms of deliverables and timelines. I also recognize that things can change during the course of a project, so I’m always willing to adjust the timeline if needed to accommodate changes in scope or unexpected delays.”

17. What strategies do you use to ensure that projects remain on track and within scope?

Senior Project Managers are expected to have the skills and experience to handle the most complex projects. They are expected to be able to manage the entire project lifecycle, from project initiation to completion. An interviewer wants to understand the strategies and processes a Senior Project Manager uses to ensure that projects remain on track and within scope. This includes setting clear goals and objectives, creating realistic timelines, managing resources, and ensuring everyone is working together to achieve the desired results.

In your answer, you should emphasize the strategies and processes you use to ensure that projects remain on track and within scope. This includes setting clear goals and objectives; creating realistic timelines; managing resources; monitoring progress; and ensuring everyone is working together to achieve the desired results. You should also mention any tools or software programs you have used in the past to help manage projects. Finally, be sure to discuss any successes you’ve had in keeping projects on track and within scope.

Example: “When I manage a project, I always start by setting clear project goals and objectives, and then create a realistic timeline that includes milestones. I also make sure to communicate these goals and timelines to all stakeholders, and monitor progress regularly to ensure that the project remains on track. I use a variety of tools, such as project management software, to help me manage resources and track progress. I also work closely with the team to make sure everyone is on the same page and that the project remains within scope. I’ve had great success in keeping projects on track and within scope, and I look forward to doing the same in this role.”

18. Have you ever encountered a project that failed due to poor planning or execution? If so, what did you learn from it?

Senior project managers need to be able to handle any situation, including when things don’t go according to plan. Interviewers want to know that you can recognize when something has gone wrong and can identify the root cause. They also want to know that you can take responsibility for any mistakes made and can use them as a learning experience to ensure better outcomes in the future.

The best way to answer this question is to be honest and open about any mistakes you’ve made in the past. Talk about what went wrong, why it happened, and how you learned from it. Explain the steps that you took to prevent similar issues from happening again and highlight any successes that came out of learning from your mistake. Above all, emphasize that you are always learning from your experiences and striving to do better.

Example: “I have encountered a project that failed due to poor planning and execution before. I was managing a software development project that had a tight timeline and budget, and we were unable to meet both due to poor planning. I learned a lot from this experience, including the importance of being realistic about timelines and budgets and being proactive in identifying and addressing potential risks. After that experience, I implemented a more rigorous project planning process that included risk management and regular check-ins with stakeholders. This enabled us to successfully complete our next project on time and on budget.”

19. Describe your experience with developing and implementing project management software.

Senior project managers need to have a deep understanding of project management software and how to use it to their advantage. This question will show the interviewer that you have the necessary technical knowledge and know-how to manage complex projects. It will also show that you understand the importance of utilizing technology to streamline processes and maximize efficiency.

Be sure to give specific examples of how you have used project management software in the past. Talk about which software you’ve used, what features you found most helpful, and how it has helped you manage projects more effectively. Also, discuss any challenges you faced while working with the software and how you overcame them. Finally, explain why you believe this type of software is important for successful project management.

Example: “I have extensive experience with developing and implementing project management software. I have used both Agile and Waterfall project management software, as well as custom-built software. I find that the Agile and Waterfall software is very helpful for tracking progress and ensuring that teams stay on task. I also like to use custom-built software to tailor the workflow to the specific project needs. I have found that this type of software is essential for successful project management, as it allows for more accurate tracking of progress and provides a clear overview of the project timeline and budget. I am confident in my ability to manage projects using project management software.”

20. What steps do you take to ensure that all project deliverables meet quality standards?

Quality assurance is a key part of any project manager’s job. If you’re interviewing for a senior project manager role, the interviewer is likely looking to understand how you ensure that the projects you manage meet the highest standards. They want to know that you have a clear process in place and that you are able to anticipate and manage any potential risks. They also want to know that you are able to work with stakeholders and team members to ensure the project is completed on time and to the highest standards.

To answer this question, you should explain the steps you take to ensure that all project deliverables meet quality standards. You should mention any processes or tools you use to track progress and manage risks, as well as how you work with stakeholders and team members to ensure the project is completed on time and to the highest standards. Additionally, you should highlight any successes you have had in managing projects from start to finish and emphasize your commitment to delivering high-quality results.

Example: “I have a comprehensive process for ensuring that all project deliverables meet quality standards. First, I work with the team to develop a detailed project plan that outlines the scope, timeline, and budget. I use project management software to track progress and ensure that all tasks are completed on time and within budget. I also regularly check in with stakeholders and team members to ensure that they have the resources and support they need to complete the project. Finally, I conduct a thorough quality assurance review before the project is submitted to the client. I always make sure to get feedback from the team and stakeholders to make sure the project meets their expectations. Throughout the process, I am committed to delivering high-quality results and I have had many successes in managing projects from start to finish.”

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How to Manage: Rising from Middle to Senior Management

The challenges of scoring a position that’s scarce—and how to move around them.

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No matter how ambitious and talented you are, rising up and out of mid-level management can be slow going for reasons beyond your control. Maybe it’s because your company doesn’t have a business need—or budget—to upgrade your job title and salary from senior to executive. Or maybe it’s because the person in the position you want has been there forever—and has no plans to leave any time soon.

Still, there are plenty of factors that you can control, and Amy B and her three guests cover them in this episode. Leadership development coach Cynthia Pong first validates the challenges of scoring a position that’s scarce. Then, Lauren Reyes and Megan Bock, both COOs whose careers stagnated in mid-level management before accelerating again, recount the conversations, decisions, and networking that jump-started them.

Guest experts:

Cynthia Pong is the CEO of Embrace Change, a leadership development and executive coaching consultancy.

Megan Bock is the COO of Federato, a company that uses machine learning to assess risk.

Lauren Reyes is the COO of the YMCA of Greater Boston.

“ How to Beat Mid-Career Malaise ,” by Rebecca Knight
“ Overcoming Self-Doubt in the Face of a Big Promotion ,” by Evelyn Hsu and Sabina Nawaz
You, the Leader , from the Women at Work Series
“ Research: How Women Can Build High-Status Networks ,” by Carla Rua-Gomez et al.
“ Women and the Labyrinth of Leadership ,” by Alice Eagly and Linda L. Carli

Email us: [email protected]

AMY BERNSTEIN: You’re listening to Women at Work from Harvard Business Review. I’m Amy Bernstein. No matter how ambitious and talented you are, rising up and out of mid-level management can be slow going for reasons beyond your control, like when the person who’s in the higher-level position you want has been there forever and might stay there forever, or when the company doesn’t have a business need or the budget to upgrade your job title and salary from senior to executive.

When you’re ready to take on more, and especially when you’ve been waiting and trying for what seems like a very long time, the prospect of remaining stuck in the middle indefinitely is suffocating. My three guests have been there. They’ve gotten themselves out of there, and now they’re here to direct, inspire, and reassure you. Two of them are COOs: Megan Bock and Lauren Reyes. Megan rose up through the insurance industry and switched to tech a few years ago.

MEGAN BOCK: I think in early days, I perhaps wasn’t as effective at articulating that I wanted to do more. As more time passed, I got more explicit.

AMY BERNSTEIN: Lauren rose up the ranks at the YMCA.

LAUREN REYES: I joke with my mom all the time that I feel like I’ve been not qualified for every job that I’ve applied for and gotten. And in actuality, I was qualified. I had what it took, but there’s always that self-doubt.

AMY BERNSTEIN: Before becoming executives, their careers had stalled, but they managed to find ways to accelerate them again.

LAUREN REYES: I had no idea prior to walking into that meeting that I was going to say those things.

MEGAN BOCK: When you apply to another organization, they see you for who you are today, and the potential of what you’re willing to sign up for and do.

AMY BERNSTEIN: They’ll recount the conversations, decisions, and networking that jump-started their advancement. Before we hear their stories and advice, let’s start with Cynthia Pong. She used to be a public defender before becoming a coach, and now she advises women of color who are looking to move into positions of senior leadership. Cynthia, let’s start with sort of the basic stuff.

CYNTHIA PONG: Sure.

AMY BERNSTEIN: How common is this feeling of being stuck in your career?

CYNTHIA PONG: Oh, it’s extremely common. I feel like I encounter it at all levels, although I will say that there is a particular set of feelings, I think, that come with folks who are in the middle of their career. So they’re mid-career, they’re in middle management, or they’re kind of at a director level, and there is this feeling of both stuckness and also slightly a bit of being lost, not knowing where to go next, not knowing what to do next, that kind of thing.

AMY BERNSTEIN: What is it about that sort of midsection of the career that makes it treacherous?

CYNTHIA PONG: Oh, great word for that, because I do think there are a lot of potential traps that we have to look out for, especially as women. So, first of all, being a middle manager, being in a middle position is tough at baseline. You are often caught in the middle between upper management and what they want, and your direct reports who are looking to you for certain things and have probably a great deal of expectations as well.

So, you both have to lead them and you have to manage up. And oftentimes, on both sides, people want different things, and they also may not be clear about what they want either. So, there’s a lot of miscommunication that can happen. And frankly, often it’s a thankless job, Amy, because you face that ongoing background dissatisfaction from both sides, and that is very frustrating for a lot of women, I find, because there’s nuances in terms of gender there.

AMY BERNSTEIN: So, what are those nuances exactly?

CYNTHIA PONG: Right. So, one of the stereotype biases against us as women is that we are communal, or we are expected to be communal, and to look out for the collective, and to put the team, the mission, the company always ahead of ourselves, and combine that with the fact that there’s often deep conditioning that we’ve been subjected to over our lifetimes to seek or want to promote harmony. So, people-pleasing, if you will. Imagine how frustrating that is, and you’re in a position where inherently, intrinsically, there are going to be people upset at you from both sides, continually.

AMY BERNSTEIN: Right. It’s just very hard to make the twain meet, your bosses and your direct reports, or the teams that you manage. Let’s talk about moving from the vast mid-management level into senior management. What makes that so particularly challenging, especially for women?

CYNTHIA PONG: Right. I would say it comes down to three things. One, the function of it being a numbers game. What I’ve noticed at certain companies, Amy, where they have, for whatever reason, created a lot of middle management roles. So, there’s almost a bloat at that level. So, that’s why you feel it so specifically at the mid-level, because it feels like less of a jump from individual contributor to middle management. And then from there, it really tightens up, and there’s a big jump down in terms of roles at the VP, SVP, et cetera levels.

So, one, the numbers are kind of against us in that sense. Two, there’s a pipeline issue in the sense that sometimes for these very sought-after C-suite roles, there’s somebody who’s been “in line,” quote, unquote, or being groomed for that role for 10 years or something that we didn’t even know about, and there’s absolutely no way we could have made ourself that person, or done anything to advocate harder for ourselves.

The third thing is that the higher you rise up in the organization, the stakes are intrinsically higher. And so, that’s where gender discrimination, other kinds of racism or bias, conscious or unconscious, may result in women, and especially women of color, not getting the benefit of the doubt as much as men. It’s that whole, “You have to have the track record,” versus “We see your potential.”

AMY BERNSTEIN: I also wonder how relationships play into this.

CYNTHIA PONG: Yeah. I am so glad you brought that up, because I think that is something that sometimes as women, as relational and as strong on building relationships as we are, I think we could be a bit more strategic about who we are making ourselves visible to, and that is not always people who are in our same company or organization.

You have to be visible to enough of the right people so that enough of those people will become your sponsors or champions, say your name in rooms that you’re not in, nominate you for awards and stretch opportunities, make key connections for you. Those are the key to advancement, and sometimes we may deprioritize that.

AMY BERNSTEIN: I also think it’s important, particularly for women who don’t ask for what they want, to say that they want the promotion to the VP level, to the C-suite, because you have to let people know that you’re ambitious. But you also need to say, “If I don’t get this…” You don’t have to say it explicitly, but the message can be, “This is important to me, and I’m not going to stick around for 10 more years waiting for it.”

CYNTHIA PONG: Correct.

AMY BERNSTEIN: Right?

CYNTHIA PONG: That is so powerful. However, there’s many reasons why we may feel that we cannot do that. I think one thing that’s a gendered thing for us as women is we feel extremely accountable to our word. And it’s like, if I say something and I don’t follow through to the tee 100,000%, and early or whatnot – like, the over-delivering – then we may take it very personally. The hyper-self-criticism can kick in. And so, that prevents us from actually even saying certain things out loud, but it’s so key. But that’s why having people you can trust to practice saying out loud to first, then you can practice saying it, hear yourself saying it, then maybe in a few months, you can say it to someone who is a decision-maker.

AMY BERNSTEIN: So, be my coach, let’s say, 20 years ago.

CYNTHIA PONG: Okay.

AMY BERNSTEIN: I got a call. In my business, I would have been a senior-ish mid-level manager at that point, and I got a call from a headhunter about an editor-in-chief job, which would have been the high-level job, the one I secretly wanted but would never have had the courage to say out loud. And I responded with fear and insecurity. My first thought was, “Why would they want me?”

CYNTHIA PONG: No.

CYNTHIA PONG: Yeah.

AMY BERNSTEIN: And I said, “No, I don’t think so.” And then I lied and said, “I’m really happy here.” And I could feel my heart racing. I could feel myself just kind of… The voices in my head were shouting. What would you have said to me then?

CYNTHIA PONG: Oh, this is a tough one. First, I would have talked about, let’s unpack what’s actually going on with the voices that are screaming in your head. Where are they coming from? Literally, what are they saying? You actually hearing it outside of your head or getting it on paper, whatever is possible, is actually going to change how you feel about it as well. That’s the first set of things. We have to unpack that, and if we don’t… I don’t even care about this one editor-in-chief position, right? There will be others. If we don’t actually unravel this, it’s going to show up again, and it’s going to stymie you again.

AMY BERNSTEIN: Yeah. So, I hear fear when I talk to younger women or other women who are being offered that great leap of a promotion in some form. I often hear what you just described, and to me, it sounds like fear. And what I find myself saying is, when you feel yourself responding with fear, that flight kind of response, what you owe yourself is a little space to think.

CYNTHIA PONG: Yes.

AMY BERNSTEIN: And what you say in the moment is, “I need a little time to think about this. Give me 24 hours,” whatever, and then go talk to people you trust.

CYNTHIA PONG: Yes. Just like you said, you can always hit pause. When we feel rushed, that’s when we make the most mistakes. So, do not be complicit in false timelines on yourself. You go right back to the person, to the headhunter, “Thank you so much for your inquiry. I will get back to you.”

AMY BERNSTEIN: That’s really, really useful. So, if you really want to move up at your company, there has to be a role for you to move into, right?

CYNTHIA PONG: Ooh, okay. I love this. Yes. And I feel like the underlying assumption is that the role to move into has to preexist. It has to exist already.

AMY BERNSTEIN: So, okay, is that a bad assumption?

CYNTHIA PONG: Maybe, maybe not. I think there’s always room for opportunity. Why not propose a new role? This is part of that showing initiative and actual leadership, honestly, that I think is important for us to demonstrate and show rather than tell as women. But if we’re like, “Oh, I noticed that there is this gap here, and the company could really benefit from a cross-functional role in X, and the title could be this or that, doesn’t really matter, but the scope would be such and such, and I want to know what you think about that.”

AMY BERNSTEIN: And what you said there was such an important point to make. The company can really benefit.

AMY BERNSTEIN: You’ve got to make the business case. It can’t be all about you.

AMY BERNSTEIN: The company doesn’t exist to make us happy.

CYNTHIA PONG: It doesn’t.

AMY BERNSTEIN: Well, thank you so much, Cynthia. I really wish I had known you all those years ago, but I’m so happy to make your acquaintance and have this conversation with you now.

CYNTHIA PONG: You are most welcome. It’s been such a delight.

AMY BERNSTEIN: And now to those two COOs I mentioned earlier, Megan Bock of Federato, which is a company that uses machine learning to assess risk, and Lauren Reyes of the YMCA of Greater Boston. Megan and Lauren, did you feel stuck before you made it to upper management? Describe what that was like. Lauren, why don’t you go first?

LAUREN REYES: Sure. Yeah. So, I’ve had the privilege of working in one organization the majority of my professional career, but definitely didn’t feel as though I was always valued and appreciated as much as I felt I should have been in certain spots.

So, I can definitely recall in particular a couple of times. One was when I had been in some place for almost 10 years, and I think it was them seeing me always as the person I came into the organization as and not as the person I felt I had grown into, realizing that it didn’t matter what I did. They thought I was great, but there were some folks that were always going to see me as that young 20-something-year-old who started with the organization, and I decided that I needed to go in order to be seen as something better than that.

AMY BERNSTEIN: Yeah. What about you, Megan?

MEGAN BOCK: I absolutely felt stuck in that sort of middle management-type role. You’re responsible for keeping your team motivated, keeping them trained, keeping them rowing in the right direction. I was very attuned to making sure that I did a really good job, that I understood what all of the expectations were, and was doing all of that and more.

I found myself in a couple of different situations, being a middle manager, leading a team of individuals, but having the senior role above me open. So, I was essentially doing both. And so, threw my name in the hat to say, “Hey, I’m doing a lot of this role now and would like the opportunity to take on that title, take on that responsibility.” And I was passed over for that promotion, was told that they needed to hire someone from the outside who had done the role before, had a proven track record.

And that’s the kind of thing that actually gets me really frustrated, because how am I going to get experience doing the role if you’re required to have experience doing the role before you’ll have an opportunity to do the role? Right? So, it’s a little bit of a catch-22.

AMY BERNSTEIN: Right.

MEGAN BOCK: The guy they brought in was, in fact, not super expert, didn’t bring additional value, and I now had to train him on how we did things around here, and was continuing to do a lot of his work that he was now delegating to me. Now, that was the impetus that led me to leaving that company and taking on a new role elsewhere. But that expectation that you have the experience has been a notable theme, and the hard part is, you don’t have the experience until you have an opportunity to have the experience.

AMY BERNSTEIN: Yeah. Well, as you said, a total catch-22. Lauren, what about you? Did you reach out to senior management and say, “I want a promotion. I want a senior role”?

LAUREN REYES: Yeah. So, I will say, I know I’m fortunate in the organization I work for. The culture is a little bit more “kumbaya” than I think in some for-profit spaces, or even in some other nonprofit spaces. And so, I am fortunate that I felt like from the most part… When I started, I had supervisors who really cared about my development and my growth, and that they really poured into me. But what I was finding was that it was still going to be on their time frame and not on my time frame. And I know lots of times, we give so much flak to the younger generation because they’re like, “I want to come out and I want to be a CEO on day one of my employment,” and we realize that that can’t happen, right?

LAUREN REYES: And so, I really took some time to think about, “Is this what I’m doing? Am I expecting something more than what I should expect at this stage of my career?” I always came into spaces for the most part being the youngest person of my peers. And I think when you’re also the youngest person and then one of the few females in the space, I think that can also be something. And then I have typically been, in a lot of my career, the only person of color in that space as well.

And so, it’s like this multitude of things that I’m walking in and trying to really evaluate, and make sure that I’m not feeling something that’s not really there or making excuses of something that I’ve just made up. And so, I did have conversations with my supervisor to say, “This is what I want to do. I’m ready for more, and this is why.” I felt like it was very important for me to come with the examples of how I had proven myself and the examples of how I had done the things they asked me, and exceeded those things, and taken on additional projects.

And in this particular instance, when I felt stuck, I was proposing to make a transition to shift from an operational role to a leadership development role. And I felt that I had done a lot of things that proven why I had the experience in that field, why I would be a good fit for that position. And when I was having those conversations with them, they said, “Oh, yes. You have done these things. We agree. This is great. We’re really interested in seeing you in this role.”

And then nothing really happened with it. And I followed up, and I said, “I am just checking in to see what the status of this is.” And they said, “Oh, we’re still having some decisions and conversations about what this role might look like,” because it was going to be a new role in the organization. And then it was only after they found out that a YMCA from a different state was recruiting me to come work for them. And it was only then that they said, “Oh, well, maybe we need to think about this role, and if it’s something that you’d really be good for.” And so, that was frustrating in a lot of ways, because I felt like it shouldn’t take you being concerned that I’m leaving for you to see my value.

AMY BERNSTEIN: So, you’ve talked a little bit about this evaluation process. You kind of size yourself up. You size the organization up. Lauren, talk us through how that worked for you, “Am I ready for this?” How did you go about answering that question for yourself?

LAUREN REYES: Yeah. It’s interesting, because in my role now every day, even in my role as COO, I ask myself all the time, “Am I ready for this?” I don’t know. But definitely, I think when I started my career, I would have thought that I was ready for everything and had all the skills I needed. And yes, I can learn, but I’m already pretty good. And I think, obviously, as you’re confronted with different challenges every single day, you realize, “Oh, there are a lot of things that I still have left to learn.”

And I went through a development program where the whole goal was really focused on helping people go from a program-level role to become an executive director. And in that, part of it was self-evaluation. You did a lot of self-assessments. And at the end of it, you get this report that was really robust, and the feedback that you get is all feedback that you’ve… It’s a self-assessment. Nobody else put in on this but you, and a lot of the things that came out of there were really eye-opening for me.

AMY BERNSTEIN: Like what? Give us some examples.

LAUREN REYES: Oh, the one that jumps out the most, because I argued about it, even though I self-assessed, I did a self-assessment, was, it said, “Lauren has little regard for people’s health and personal well-being.” I shared this with my friend, and I said, “What are they talking about? I feel like I’m a fairly caring person.” And she said, “Oh, no.” And she rattled off pretty quickly three examples.

AMY BERNSTEIN: Wow.

LAUREN REYES: This was in a pre-pandemic world, so I’ll preface that, but it was somebody… And the example she gave was, I had a staff person call me one day and said, “Hey, I have a sore throat. I’m not going to be able to come to work today.” And I said, “Okay, fine.” But I was upset. I was annoyed. I rolled my eyes. I mean, the person was on the phone, so they didn’t see me, but I said, “A sore throat? Oh, come on. Come into the office.”

And it was some of those instances that once I had time to reflect upon how I evaluated myself, how people were viewing me, and I said, “There’s nobody else that is causing this issue except me. There’s no one else that’s telling people who are sick, ‘Oh, you should just come into the office.’” And even though I didn’t say those words to them, that was the attitude that I had. So, obviously, that came across in any kind of conversations I was having with them about if they needed additional time or if they weren’t able to maybe meet assignment deadlines because they weren’t feeling well. And then there was another one about how I would get really excited about the beginning of a project, but I would really lose interest partway through, and then sometimes not complete it with the same enthusiasm that I had started the project. And I was like, “Man, that is 100% true.”

And I think what it allowed me to do, though, is also better evaluate what roles I should be in. Do I need to be in that role where I am the doer doing it every day, or am I better in a strategic role where I’m having that conversation and generating ideas to then pass on the actual day-to-day, in-the-detail work to somebody else?

But it’s very interesting when you have to hold the mirror up to yourself and recognize, “These are skill gaps that I have,” or “These are emotional intelligence gaps that I have,” and “How do I take control about going and fixing that rather than kind of using it as an excuse for why I’m not getting the roles I want or why I’m not excelling in the ways that I wish I was?”

AMY BERNSTEIN: Yeah. So, Megan, how about you? Was there a process where you sort of evaluated yourself to figure out whether you were ready for that big leap into senior management? What did that look like?

MEGAN BOCK: So, I joke about this, because if you don’t laugh about things, you might otherwise cry. But the year I turned 40, I was a senior vice president in a large insurance organization, and that happened to be the year that I, number one, got divorced; number two, left my job; and number three, did some real soul-searching on what it was that I wanted to do going forward. And so, less about the feeling-stuck-in-a-middle-management kind of role and wanting to break through to that next level, more around… Just being at the next level isn’t necessarily enough. Right? There’s still an element of, are you passionate about the things that you are doing on a day-to-day basis? Do you get motivated to show up to work in the morning and actually coach people or set strategy, or ensure execution is happening? And the answer for me was no. The role that I was in, even though it was a senior leadership role, and I felt like, “Okay. This is where I thought I wanted to go,” it wasn’t filling me up in all those ways. And as you just heard, there were other ways in which I felt stuck. There’s just a lot of integration and work that goes on because work isn’t the only thing that impacts our lives. There’s a whole lot there.

AMY BERNSTEIN: Yeah. I want to ask two questions of both of you. One of them is, was there a trigger that sort of set you on this path into senior leadership where you said, “You know what? Enough. I’ve been doing the job. I’m not getting the promotion,” or in your case, Lauren, “I’ve got all of the technical skills. I’m working on the soft skills. I’ve had it”? Is there a moment where you just said, “I’ve had it”? Lauren, I’ll ask you first.

LAUREN REYES: Yeah. So, in the original example I gave, there was probably not that definitive moment. In a later time period, I definitely had that moment. I was in a situation where they promoted somebody who was my peer to become my supervisor. And when I asked about why that decision had been made, they said, “Oh, we felt that you needed some more wins.”

AMY BERNSTEIN: What does that mean?

LAUREN REYES: Right. Right. What does that mean? They couldn’t really articulate it well. And what I then did was, I said, “Well, this is what I see. This is what I see that other individual has accomplished, and this is what I see I have accomplished.” And it was nothing against this individual at all. We were just serving different communities. The community that individual was serving was an affluent community, where there were boundless resources.

And so, people had money and they came, and they did, and they partaked, and revenue was great. The communities that I was serving were not that way. We were having to do a lot more with a lot less. And so, I said, you know, “let me explain to you the wins that I feel that I’ve had, and this person has those too, but they’re different. And if you were to put that individual in my situation, I don’t think they would’ve been as successful because they don’t understand how to work within the finite resources that we had available.” But I realized in that moment that I wasn’t going to change their opinion on that. And so, at that moment, I actually said to… I still sometimes don’t know what possessed me to say this, but we had our leadership transition. And so, it was the COO at the time that I was sitting with. It was the first time I’d ever met him, and we’re having this conversation. I’m explaining to him that I was frustrated that they’d promoted one of my peers without even a conversation prior to about what that was going to look like, and I said, “It’s clear to me that you all don’t see my value here. And I know my value, so I’m going to go someplace that will appreciate me.” And so, I told him, I said, “I’ll be gone by the summertime.”

AMY BERNSTEIN: Oh, boy.

LAUREN REYES: And he kind of just gave me this look as if to say, “Oh my gosh, what did I just step into?”

AMY BERNSTEIN: Ooh.

LAUREN REYES: Because he was new, and he was making decisions under the guidance of people who had been there longer than him. And so, I think in that moment, he started to think, Did we make the right decision? And I don’t know Lauren, but is it worth losing her? I’m not sure. And so, he just said, “I’m really sorry to hear that. I really hope that we can do something to change your mind.” He’s like, “I don’t really know you well, but I’ve heard good things about you, and I hope that you will stay with us.” And I did not.

AMY BERNSTEIN: Yeah. Yup. Yup. Well, okay, so now I want to hear your story of being fed up, Megan. Tell us.

MEGAN BOCK: I had a similar experience. I wouldn’t say there was a switch flip for me, but I had the opportunity. I’d been promoted a few different times, but still at that middle manager level. And I had a lot of exposure to executive leadership, and I had a multitude of opportunities where I was building skills, where I was running projects, driving impact, and had expressed my desire to grow my career, take on that senior-level role, and was sort of rebuffed. Right? You’re in that succession planning. It’s a promo within two to five years, and I’m thinking to myself, “Okay. You’re trying to say the things that are going to make me feel okay, but two to five years? That’s a lot.”

AMY BERNSTEIN: Whoever stood up and cheered at, “Let’s talk about this in two to five years.”

MEGAN BOCK: Right. Right.

MEGAN BOCK: And at the same time, I was witnessing the way those executive leaders ran their businesses, showed up, set strategy, made big decisions that had real impacts on the organization, on the people who I had led at various points, who I interacted with on a day-to-day basis, and I was just feeling like, “Oh, I can do it better than that.” I have a way of actually driving forward the values that our company says we hold, and pulling that through into strategy and execution and leadership, and wanted my chance to prove that out.

AMY BERNSTEIN: Good. Well, so one of the things I noticed as I look at both of your career paths is that you were both willing to take risks to get to the level you wanted to reach. So, Megan, you moved from one insurance company to another. You did a tour of duty as a consultant, right?

MEGAN BOCK: Absolutely.

AMY BERNSTEIN: You also hired an executive coach. You knew something needed to change for you, and you were going to make it change in order to achieve this level you wanted. Talk us through that whole line of thinking, that process.

MEGAN BOCK: Yeah. There’s a couple of points that you just called out, and they sort of build on each other. I’ve talked through that frustration and feeling of stuckness as a middle manager. And given all the experiences I had had, I realized, You know what? It may be a risk, but it’s worth taking it to apply for and become a senior-level leader in another organization, because the company where you’re working has their own best interests in mind. Right? It’s not personal. It’s business, but they’re used to me in the role that I’m in where I’m making a good impact. And so, there’s a deterrent. There’s a downside to promoting me on.

When you work in another organization or apply to another organization, they see you for who you are today. They see you for the accomplishments that you’re able to articulate, and the potential of what you’re willing to sign up for and do. And so, that was a bit of a risk, but paid off in my case, and that’s how I made that shift to senior-level leadership. The sort of next shift that you describe is hanging up my hat on the insurance industry.

My entire career, nearly 20 years was spent in that one industry, in that one trajectory. And now I want to do something different, and I’ve got to figure out, A, what it is; B, how to do it; and C, gather the courage that’s needed to do it. So, having an executive coach really helped me to do that, gave me some frameworks to kind of map it out, understand what’s the stuff that I actually love to do, and what might that translate into.

AMY BERNSTEIN: And so, when you hired that executive coach, did you hire that coach with the idea that he or she would help you get to this promotion?

MEGAN BOCK: That specific coach was aimed at helping me find a career pivot that is going to be more fulfilling. It wasn’t with the end in mind of where I am now, but I will say, doing that work, being open to that risk, and having the courage to try new things is very much what has led me to the COO role I have today at a technology company that is serving the insurance industry, and it’s a nice full circle for me. But there’s no end in sight, right? I am still learning, still growing, have a different but also incredible executive coach now.

AMY BERNSTEIN: Great. So, Lauren, you kind of pushed yourself out the door, but talk about… You know, you actually relocated first for a VP job in Tampa, then a COO job back in Boston. How did that willingness to take the leap factor into your career path?

LAUREN REYES: Yeah. So, I knew very early on when I started at the YMCA that I love the organization, and I love the work that it did, not just in my local community, but across the globe. And I felt strongly that I would probably not leave the Y. They also have a great retirement plan, so I was like, This is probably the place where I’m going to be for the long term. And fortunate enough that I made a lot of good connections over the years with people from across the country working for the Y. And I knew that I was passionate about serving people and helping to contribute to positive change in the world, but I didn’t necessarily always see that exact thing replicated at the Y where I was. But I knew that it existed at YMCAs out there, and whatever version that looked like for the next evolution of Lauren and who I was. And so, when I got into these spaces where I was feeling stuck, where I was feeling like, “This space is no longer aligning or serving me,” it was comforting in a way to know that I could have change but still also have familiarity.

And so, I could seek change in a new role, in a new location, but with an organization that I knew, and content that I felt really comfortable I could do well. And so, I was fortunate that I had a really good support system. I was married at the time, and he was very supportive of me following my path and where I wanted to be. I have kids that very much look at a new city as a new adventure, and that’s not always the case. And so, a lot of the reasons, I think, people are afraid to relocate didn’t exist for me. A lot of people say, “Oh, my kids would be devastated,” or “My partner maybe wouldn’t be supportive,” or all of the different reasons. And thankfully, a lot of those people were very supportive in my life and made it very easy for me to really look at the opportunity and say, “Is this a good opportunity for me, for us? Can I go to a place where I feel like I can really help contribute and make things better? And does it keep me on what I felt as my journey and my path?”

And I say that because I was in a program years ago, and they brought up the idea of career mapping, and they said, “Where is it that you want to be when you retire? And what age are you going to be when you retire? And then what you need to do is then work backwards, and then I’ll tell you how many different career moves you have left between now and when you want to retire.” And that was really helpful for me, because it allowed me to see… Because of that great retirement plan, I planned on retiring early. And so, I said, “Okay. I don’t have a ton of moves left to make necessarily, and I want to make sure that each one counts and gets me closer to where I want to be.”

I think sometimes when we do things without intention, we end up following and chasing shiny objects, or things that maybe sound like a really good idea, but really aren’t putting you any closer to where you ultimately want to be. And so, having that career map done, it was easier for me to look at the opportunities and say, “Is this really something that’s just good for right now, or does it really help get me closer to where I ultimately want to be?”

AMY BERNSTEIN: Well, your story really resonates with me, that self-reflection, but also that honesty, that really astringent honesty that you don’t have that many career moves left. So, that sobers you up real fast. But then also the courage, both of you, Lauren and Megan… it took guts to make those moves. You were willing to take the leap with the idea that, “You know what? It might not work, but I’m not happy right now, so I need to do something.”

So, you are taking responsibility for yourself, and that really resonates for me. It’s how I got to Harvard Business Review, was realizing… I mean, I don’t know if I said I was stuck when I was thinking about it, but I sure had to own what part of it was my responsibility, and then I had to really put myself out there and try for something I wasn’t sure I was going to get. It represented a huge step-up for me. And moving across the country, the prospect of moving from San Francisco to Boston, was somehow less daunting to me than the prospect of finding out that, you know what? I actually didn’t deserve the job – the fear of rejection. That was almost harder for me to deal with. So, that’s what I mean I put myself out there. I sort of dared myself to handle that, and man, am I glad I did. But that fear of rejection is part of what kept me stuck in place for too many years. Does that resonate for either of you?

LAUREN REYES: Yes. I joke with my mom all the time that I feel like I’ve been probably not qualified for every job that I’ve applied for and gotten, so there’s always that fear. And in actuality, I was qualified. I had what it took, but there’s always that part of you, that self-doubt, that just says, “This is not for me,” or “I’m not good enough,” or “This is not my opportunity.” And I think it definitely makes sense that we have that little inner voice that tells us all these different things, and we sometimes just have to knock it out and say, “No, I’ve got this.”

MEGAN BOCK: One thing I just want to add. And agree, having the courage to take the risk is absolutely a factor. I also think that the so-called risk is blown up to feel bigger than perhaps it really is. And hear me out for a moment. It’s like, as I’m thinking about moving companies so that I could take on a promoted position, the risk is, I don’t get that job, and then I stay where I am, and there’s really no impact, or the risk is, I do get that job, and I hate it.

Well, what’s the outcome? It’s not that I end up penniless and incapable of caring for myself, right? It’s like, okay, well, then you find a new job, or you go back to the old company. I share that only to say, I know I have felt ingrained in me that these kinds of things are very risky, but that’s my inner critic, the one that’s telling me, “Oh, well, you may not be successful at doing this.” But if you actually step back and you look at the data, it’s like, “Oh, this isn’t that big of a risk.” And so, it is one that I’m willing to lean into, because the upside potential here is absolutely worth it.

AMY BERNSTEIN: And the downside, the certain downside is staying where you are.

MEGAN BOCK: Exactly. Exactly. And recognize that not everybody has the same set of circumstances, and the risk could be different to others. But I do think that there is a bit of like… It’s our evolution. We have a negativity bias. We think that it is more risky than it is. And if you look at it, it could actually be a much easier swing to take.

AMY BERNSTEIN: And particularly, if your goal is to get the promotion you believe you deserve, to reach a level that you feel that you have earned, there is way more downside to not taking the leap. I have another question for you. So, Cynthia talked about the importance of making yourself visible to influential people outside your organization. Megan, did you think about that as you were thinking about your next big move when you didn’t get the job you wanted?

MEGAN BOCK: That is an awareness and something that I have gotten much more intentional about as years have gone on, probably not something I was doing terribly effectively in those earlier stages or when I was in that middle management position, and I think probably falsely believed that essentially the fastest equation to get me from where I was into a senior leadership role was to do a better job at the specific role mandate that I already had.

And I took that to mean, Okay, spend all my time and energy focusing on doing as best a job as I possibly can on every single one of my accountabilities, when what might have been true is that point that Cynthia brought up, which is, I poured plenty of extra hours and energy into an area of diminishing returns, – making sure that every “i” was dotted and every “t” was crossed on every single attribute of my job description versus redeploying that energy, some of those hours, to being visible, creating relationships, and perhaps creating coaches or mentors or sponsors outside of the organization.

So I didn’t do that at the time, but I think it’s very relevant, because that is a big part of what I did when I was leaving the industry, creating a consulting organization, and then in that consulting organization, getting to know all types of other leaders of other businesses, and exploring the ways in which relationships there could actually create more opportunities to do different and more fun things.

AMY BERNSTEIN: Yeah. That’s one thing that surprised me as I moved up through various organizations, was how important it was to develop an external reputation, and how much more important it got as you moved higher and higher. How does that sound to you, Lauren?

LAUREN REYES: Yes. Networking, I think, is key, and it is a big part of how I’m in the seat that I am in today. So, while I’ve spent most of my career with the YMCA, I’ve been in four different YMCAs. So, each one is operating like its own separate company. And I was very intentional about developing relationships with people that were in different YMCAs, in different roles, in different parts of the country, and having connections to them allowed me to be chosen to serve on national groups and project teams, planning committees for different conferences that gave me a different level of connectedness to the overall organization, but also exposure to different people.

And so, this opportunity, this role that I’m in right now, when it came up, the CEO here was new to the YMCA. He hadn’t had any experience with the organization, but he did make phone calls to different leaders around the Y movement to ask for possible suggestions of people he should talk to for this role. And my name came up from several different people, and that is because I did step out of my own location to ensure that I was building those relationships. And so, it’s definitely been key to me, even though I’ve been with the YMCA for most of the time.

AMY BERNSTEIN: Mm-hmm. It’s very strategic of you. So, I want to ask for you both to give advice to our listener, Maggie, who wrote to us about feeling stuck in her current middle management role. So, let me describe the situation. Maggie’s worked for her company for 19 years. She was promoted to manager about eight years ago. And over the last year, she’s applied for a number of senior management roles, and has been vocal about wanting to be promoted. But so far, nothing has panned out.

She’s actively seeking career mentorship from leaders within and outside her department, and has completed leadership courses that she’s been nominated to attend. And while she’s described her leadership style as more quiet and that she prefers to lead from behind, as she puts it, she can be more authoritative when she needs to be. Despite her efforts to be seen as a leader, she’s having a hard time getting other leaders to see her leadership potential.

While her performance reviews are excellent, and the feedback is essentially to, “Keep doing what you’re doing,” she’s been told indirectly that she’s not ready for senior management, that her career role suits her because she’s good at it and that she’s too nice. Her mentors have suggested that to help her case, to support her case, she should start offering her opinion on things that she’s not an expert in to help leaders see her as a source of insight on more than just her narrow areas of expertise. So, what do you guys think of that advice?

LAUREN REYES: I would not do that personally. People can sense when you don’t know, and I think sometimes it’s more dangerous to offer advice on something that you really have no knowledge of rather than just to be honest and say, “You know what? I don’t know.” I mean, honestly, in this case, I feel as though her organization has shown her time and time again what they think of her and how they value her. And I think they do value her, but they value her in the role that she’s in, and they don’t see her value beyond that.

And so, I would say for her, “are you okay with that?” Because they’ve shown you very consistently that that’s what they think and that that’s what they’re going to continue to do. And the frustration of not having any valid feedback essentially about how she can improve, I think for me, that just says they’re probably not invested in seeing her get promoted or have a future beyond the role that she’s currently in.

AMY BERNSTEIN: Mm-hmm. Anything to add, Megan?

MEGAN BOCK: I completely agree with Lauren. Eight years in a current role with stellar feedback, but zero support or direction towards developing into that next role? The message is pretty clear. I guess I would also encourage her not to take it personally, to really separate that out. Her employer does not get to decide her inherent value. Right? She is deciding her inherent value. And in fact, the data says she’s adding incredible value in the role that she’s in. And if she’d like to take on new challenges, then it probably is time to look for other places where there might be more opportunity to add value immediately in that sort of higher-level way.

AMY BERNSTEIN: So, do you think there’s any way for her to change the perception of her potential within the organization? What do you think, Lauren?

LAUREN REYES: This is probably a personality test between how somebody would choose to go about this. For me, I would look at it and say, “I don’t want to be in an organization where after 19 years, I still have to fight for you to see the potential in me.” So, for me, I would say, “It’s no longer worth my energy and effort. I’m going to just go on to other places.”

AMY BERNSTEIN: Do you agree, Megan?

MEGAN BOCK: The one extra thing that sort of occurs to me is, how can she maybe try another tactic that would be beneficial to her in addition to giving yet another opportunity to this organization? I don’t disagree that they’ve essentially made clear who it is they are, but there could be a way where Maggie could have some additional fun and build some additional skills, which, if we go back to needing to have the experience before you have the opportunity to have the experience, could fill some of those gaps for her, to the extent that there are opportunities to do work that is independently motivated, that is self-guided, which would be identifying a problem that exists or an opportunity that needs to be filled.

That could be something for her to do some project work, really vet that out. Create a plan. Create a framework. Get people involved. Mobilize teams to sort of fill that need, and have some fun while she’s doing it. It’s an opportunity to potentially engage some other leaders than her direct chain that’s been giving her kind of meh feedback, could be an opportunity to create a sponsorship-type relationship.

And either way, if she finds a niche or a problem statement or a gap that makes her excited to do some extra work, to create solutions, that could be a way to build some skills, build some relationships, and give it another shot to see, “Okay. I’m fulfilling what you would expect of senior leadership,” which is not executing existing strategies and guidance, but instead identifying challenges, solving them, mobilizing the team to do work, and use that as a platform on which to talk about her further development.

AMY BERNSTEIN: Well, the only thing I would add to what you’ve both said is that this is exactly the time to start working on reputation building. Get out there. Go to conferences. Post on LinkedIn, and don’t weigh in on topics you don’t know anything about. That’s not going to get you anywhere. But do project your value, your knowledge, your experience out into the world, and see what it says back to you.

MEGAN BOCK: Yeah, absolutely.

AMY BERNSTEIN: So, this has been great. I so appreciate the candor and your willingness to share your stories. Thank you both, Megan and Lauren.

MEGAN BOCK: Absolutely. Happy to do it.

LAUREN REYES: Thank you.

AMY BERNSTEIN: If Megan sounds familiar, that’s because she first appeared on Women at Work in our Essentials episode about executive presence . In that one, you’ll learn how to improve your own influence and impact, keep a virtual audience engaged, and grow while staying true to yourself. This is the final episode of season two of How to Manage . I hope you got something out of it. I hope you got a lot out of it, actually.

Send me your feedback by emailing [email protected]. Women at Work ’s editorial and production team is Amanda Kersey, Maureen Hoch, Tina Tobey Mack, Rob Eckhardt, Erica Truxler, Ian Fox, and Hannah Bates, who’s producing this season. Robin Moore composed our theme music. I’m Amy Bernstein. You’ll hear from me and Amy Gallo in the fall when we’re back with more episodes.

In the meantime, subscribe to the Women at Work newsletter by going to hbr.org/newsletters, and listen to the other HBR podcasts that are there to help you manage yourself, your team, and your organization. Find them at hbr.org/podcasts, or search HBR in Apple Podcasts, Spotify, or whatever app you’re using right now.

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Senior Science Research Project Manager (Academic Program Professional 2) Hybrid

🔍 school of medicine, stanford, california, united states.

Stanford University is seeking a highly self-motivated and experienced Senior Science Research Project Manager (Academic Program Professional 2) to join a large and dynamic interdisciplinary lab that does research focused on the immune system and vaccines. The Project Manager will report directly to Professor Bali Pulendran, the head of the lab. The Project Manager must have excellent organization, verbal, written, and interpersonal skills, and attention to detail and have a track-record of excellence. They must be able to work independently and be motivated. The Project Manager is expected to assist with any and all aspects of the lab including:

Managing research projects including major multi-site investigator grants and contracts, funded by NIH and Bill and Melinda Gates Foundation and DARPA.
Liaise with PI and lab members in preparing quarterly, semiannual and annual reports for the aforementioned grants.
Collaborate with external project PIs and their lab personnel to ensure successful completion of their projects and timely data sharing.
Liaising with grants administration to coordinate billing and other business-related activities with subcontractors of the project.
Overseeing the development of study protocols, coordinating regulatory approval form the institutional review boards to assure regulatory compliance.
Coordinating scientific activities, scheduling meetings, and developing agendas for meetings
Liaising with grants administration to coordinate submission of grants.
Participate in entity/program strategy development, long-range planning, and partnership development.

* - Other duties may also be assigned.

The job duties listed are typical examples of work performed by positions in this job classification and are not designed to contain or be interpreted as a comprehensive inventory of all duties, tasks, and responsibilities. Specific duties and responsibilities may vary depending on department or program needs without changing the general nature and scope of the job or level of responsibility. Employees may also perform other duties as assigned.

The expected pay range for this position is $95,000 to $139,000 per annum.

Stanford University provides pay ranges representing its good faith estimate of what the university reasonably expects to pay for a position. The pay offered to a selected candidate will be determined based on factors such as (but not limited to) the scope and responsibilities of the position, the qualifications of the selected candidate, departmental budget availability, internal equity, geographic location and external market pay for comparable jobs.

At Stanford University, base pay represents only one aspect of the comprehensive rewards package. The Cardinal at Work website ( https://cardinalatwork.stanford.edu/benefits-rewards ) provides detailed information on Stanford’s extensive range of benefits and rewards offered to employees. Specifics about the rewards package for this position may be discussed during the hiring process.

Consistent with its obligations under the law, the University will provide reasonable accommodations to applicants and employees with disabilities. Applicants requiring a reasonable accommodation for any part of the application or hiring process should contact Stanford University Human Resources at [email protected]. For all other inquiries, please submit a contact form .

Stanford is an equal employment opportunity and affirmative action employer. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, protected veteran status, or any other characteristic protected by law.

DESIRED QUALIFICATIONS: PhD, MD or Master’s degree in Immunology or related field and ability to communicate well with program partners, funders and philanthropists.

EDUCATION & EXPERIENCE (REQUIRED):

Bachelor's degree and three or more years of relevant experience or combination of education, training, and relevant experience. Advanced degree may be required for some programs. For jobs with financial responsibilities, experience managing a budget and developing financial plans.

KNOWLEDGE, SKILLS AND ABILITIES (REQUIRED):

Ability to develop program partnerships and funding sources.
Excellent oral, written, and analytical skills, exhibiting fluency in area of specialization.
Ability to oversee and direct staff.
Basic knowledge of managing budgets and developing financial plans.

CERTIFICATIONS & LICENSES:

For teaching jobs, advanced degree or certification may be required for some programs.

PHYSICAL REQUIREMENTS*:

Frequently stand/walk, sitting, grasp lightly/fine manipulation, perform desk-based computer tasks.
Occasionally use a telephone, writing by hand, lift/carry/push/pull objects that weigh up to 40 pounds.
Rarely sort/file paperwork or parts, lift/carry/push/pull objects that weigh >40 pounds.
Ability to use voice to present information/communicate with others.
On-campus mobility.

* - Consistent with its obligations under the law, the University will provide reasonable accommodation to any employee with a disability who requires accommodation to perform the essential functions of his or her job. WORKING CONDITIONS:

May work extended hours, evenings or weekends.
May travel locally.
Occasional overnight travel.

WORK STANDARDS:

Interpersonal Skills: Demonstrates the ability to work well with Stanford colleagues and clients and with external organizations.
Promote Culture of Safety: Demonstrates commitment to personal responsibility and value for safety; communicates safety concerns; uses and promotes safe behaviors based on training and lessons learned.
Subject to and expected to comply with all applicable University policies and procedures, including but not limited to the personnel policies and other policies found in the University's Administrative Guide, http://adminguide.stanford.edu .

As an organization that receives federal funding, Stanford University has a COVID-19 vaccination requirement that will apply to all university employees, including those working remotely in the United States and applicable subcontractors. To learn more about COVID policies and guidelines for Stanford University Staff, please visit https://cardinalatwork.stanford.edu/working-stanford/covid-19/interim-policies/covid-19-surveillance-testing-policy .

Schedule: Full-time
Job Code: 4112
Employee Status: Regular
Requisition ID: 96590
Work Arrangement : Hybrid Eligible

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Senior Manager, Pharmacovigilance

Location: Brazil
Categories Clinical Monitoring
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__vacancyopjusttionswidget.opt-Remote Working __ Remote

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About the role.

As the Senior Manager – Pharmacovigilance, you will be responsible for overseeing a large team of PV professionals, for an assigned FSP client program. Reporting into the Director of Clinical Operations, this is a critical role in supporting the further development of the fully embedded team. There will also be further scope to support and lead other teams within the business. You will also have the opportunity to play a key role in department initiatives and to advance your management skills as part of the Pharmacovigilance FSP leadership team

ICON plc is a world-leading healthcare intelligence and clinical research organisation. From molecule to medicine, we advance clinical research providing outsourced services to pharmaceutical, biotechnology, medical device and government and public health organisations. With our patients at the centre of all that we do, we help to accelerate the development of drugs and devices that save lives and improve quality of life. Our people are our greatest strength, are at the core of our culture, and the driving force behind our success. ICON people have a mission to succeed and a passion that ensures what we do, we do well.

What you will be doing:

Manages personnel within Pharmacovigilance and has expertise with regards to the tasks of the subordinated group (E.g. may provide services for Serious Adverse Events (SAE)/Adverse Reactions /Medical Device Report management, periodic safety reports, adjudication, coding, product complaints).
Monitors projects to assure company profitability and associated project goals and objectives are being met
Develops, implements, and monitors profitability, objectives and metrics of assigned group of direct reports.
Supports departmental initiatives and development of SOPs, investigation of process related issues, consulting on safety processes, tools, and regulatory compliance.
May serve as the main point of contact for the customer for the life-cycle of assigned stand-alone safety and medical information projects, and the main pharmacovigilance point of contact for assigned projects
Provides technical oversight of the generation of project plans such as but not limited to Safety Management Plans (SMP) or SAE Reconciliation plans, in close cooperation with project team during set-up phase
Liaises with other functional managers to ensure consistency of pharmacovigilance approaches within the company
Reviews Pharmacovigilance (Reporting) Associate, Pharmacovigilance (Reporting) Specialist and/or Pharmacovigilance Assistant, Pharmacovigilance (Senior) Project Manager group-related project tasks; provides leadership in the delivery of related services to clients.
Supports direct reports in identification of out of scope activities and process efficiency/improvement needs or implement contract amendments/change orders as required
Performs metric collection and data analysis to support company efforts for continuous improvement in policies, procedures, and business processes.
Bachelor’s degree (or higher) in a healthcare-related or life science field
Solid experience at a senior level within Pharmacovigilance within a CRO or BPO
Broad knowledge of clinical development and / or safety requirements from pre-clinical to post marketing.
Strong leadership skills with a demonstrated track record of successfully managing and leading a diverse and globally distributed team
Excellent Project Management skills
Analytical mindset

Why ICON? Our focus is to provide you with a comprehensive and competitive total reward package that comprises, not only an excellent level of base pay, but also a wide range of variable pay and recognition programs. In addition, our best in class employee benefits, supportive policies and wellbeing initiatives are tailored to support you and your family at all stages of your career - both now, and into the future. Our success depends on the knowledge, capabilities and quality of our people. That’s why we are committed to developing our employees in a continuous learning culture – one where we challenge you with engaging work and where every experience adds to your professional development. ICON, including subsidiaries, is an equal opportunity and inclusive employer and is committed to providing a workplace free of discrimination and harassment. All qualified applicants will receive equal consideration for employment without regard to race, colour, religion, sex, sexual orientation, gender identity, national origin, disability or protected veteran status. If, because of a medical condition or disability, you need a reasonable accommodation for any part of the application process, or in order to perform the essential functions of a position, please let us know. Interested in the role, but unsure if you meet all of the requirements? We would encourage you to apply regardless – there’s every chance you’re exactly what we’re looking for here at ICON whether it is for this or other roles.

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To excel as a Clinical Research Associate (CRA) in a Clinical Research Organization (CRO), you need a combination of education, skills, and the right mindset. Brazil-based CRA II Debora shares her

Brazil-based CRA II Debora Oh shares her tips on how to become a great CRA and provides insight into life at ICON.

How to progress as a Clinical Research AssociateTo thrive as a Clinical Research Associate (CRA), it is imperative to cultivate a multifaceted skill set and demonstrate unwavering commitment to exce

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Senior Product Manager

Federal requirements:.

Ability to obtain a U.S. Federal position of Public Trust clearance designation.
Must reside in and be able to perform work in the United States.
Must have lived in the United States for 3 of the last 5 years.

Required Qualifications:

8+ years of total experience as a product manager, product owner, business analyst, product analyst, or scrum master in an agile software development environment.
Bachelor’s degree.
Excellent spoken and written communication skills.
Direct experience working with user experience (UX) teams to incorporate feedback into product requirements and roadmaps. Demonstrated experience of improving products to benefit end users.
Experience in an Agile environment, leading agile sprint teams and using agile collaboration tools (Jira, confluence, etc.).
Strong skills in documenting complex technical and business problems in a simple and intuitive manner that others can understand.
Expertise in transforming complex polices, processes, and user needs into product vision, documentation, and roadmaps.
Expertise in leading conversations with stakeholders, peers, and customers through technical and business requirements.
Experience in end-to-end business process analysis to identify gaps and improvements.
Expertise in finding accurate and useful metrics of product performance.

Preferred Qualifications:

Group facilitation experience, especially between interdisciplinary teams and business groups.
Demonstrated experience with SAFe Agile
5+ years of experience working with Federal Government program.
Experience on large websites or applications used by the general public

Responsibilities:

Lead an interdisciplinary delivery team to create a vision, develop, and enhance products on a day-to-day basis.
Identify problems and meet needs of internal and external customers, define and prioritize product requirements, lead agile development process, execute timely product launches, continuously enhance and optimize performance.
Lead conversations that address the origin of inbound client requests and co-facilitate conversations on the feasibility of proposed solutions.
Lead the team’s technical documentation practices.
Collaborate with technical leads in scoping incremental delivery, focusing on providing value to the users’ end-to-end experiences.
Serve as the team’s primary point of contact for clients, stakeholders, and other agile teams.
Help clients and stakeholders define and refine business requirements to ensure that what the team builds meets business and user needs.
Work with the customer, users, and other contractors to gather, understand, and document business, functional, technical & non-technical requirements.
Conduct product analysis sessions, work group calls, and engage customers to provide requirements and feedback.
Provide clear qualitative and quantitative information to teams and stakeholders.
Stay current with the policy and strategy changes and the public’s pain points that impact the client.
Work with customers, users, and other contractors to gather, understand and document business, functional, technical & non-technical requirements.
Follow SAFe agile methodology and develop user stories with robust acceptance criteria.

Benefits and Perks:

65%-75% company-sponsored (including dependents) premiums towards medical, dental and vision insurance. 100% employer sponsored STD, LTD and life insurance (min $100K). Voluntary life insurance option available.
Retirement 401(k) plan with employer matching. Immediate vesting.
Vacation and sick leave.
Maternity and parental leave.
Discretionary bonuses, spot awards, gifts, and tenure-based rewards.
Company-sponsored role-based training and certifications.
Monthly Doordash DashPass subscription.
Group discounts via LifeMart ADP

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Senior Project Manager Job Description and Responsibilities
The real meat of senior project managers' responsibilities entail project monitoring, management, and evaluation. They monitor, track, and control outcomes, facilitating project team meetings along the way to ensure performance, progress, and to address problems that arise. The senior project manager's degree of involvement in any one ...
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Here's what you could see on a senior project manager job listing. We are looking for a senior project manager to join our team. Roles and responsibilities: Full project life cycle ownership: Plan and develop project plans and lead it to completion. Manage a cross-functional team and provide feedback and advice.
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Senior Project Managers typically work in a variety of industries including technology, construction, and healthcare. They can be employed by large corporations, small businesses, or consulting firms. Their primary role involves leading and managing large, complex projects from inception to completion.
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The Senior Project Manager is responsible for leading teams to deliver project (s) that span across one or more business units. Manage resources, schedules, financials and adhere to stage gate quality and SDLC control guidelines throughout the full systems development life cycle. This also includes management of issues, risks and project change ...
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The senior project manager job description entails anticipating problems and proffering solutions necessary to keep a project under budget and on schedule. In performing their duties, senior project managers oversee the planning of a business, construction or IT project.
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Senior Project Manager Job Description
Responsibilities for senior project manager. Assesses variances from the project plan, gathers metrics, and develops / implements changes as needed to ensure the project remains within scope, on schedule, and under budget. Delivering projects on-time, within budget in a compliant and reliable manner. Leading cross-functional project teams from ...
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Senior Project Manager Manager Duties & Responsibilities To write an effective senior project manager manager job description, begin by listing detailed duties, responsibilities and expectations. We have included senior project manager manager job description templates that you can modify and use. Sample responsibilities for this position include:
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Sr Project Mgr, IT-Revenue Mgmt at Baxter
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Senior Manager, Pharmacovigilance job in Brazil
As the Senior Manager - Pharmacovigilance, you will be responsible for overseeing a large team of PV professionals, for an assigned FSP client program. Reporting into the Director of Clinical Operations, this is a critical role in supporting the further development of the fully embedded team.
Softrams
Job Description: Softrams is looking for a strong Senior Product Manager to develop a product vision and lead technical and UX teams in deploying effective solutions fora high-profile Federal Government website. This full-time W-2 role is eligible for 100% remote work; however, the selected candidate must be able to perform work during standard east coast working hours of 9am ET to 5pm ET.
Senior Product Manager II
Senior Product Manager II - Data Apply Now Apply Later Job ID 10093225 Location Santa Monica, California, United States / Glendale, California, United States / New York, New York, United States Business Disney Entertainment & ESPN Technology Date posted Jun. 26, 2024

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