Senior Project Manager

• Manage two to three concurrent IT projects through the full lifecycle, the majority of which are business-owned and business-driven
• Take over in-flight projects with limited handover, rapidly establish current state, and re-baseline scope, schedule, and budget where needed
• Run delivery in a hybrid model — predominantly Scrum on two-week sprints, with waterfall phase gates in places — including sprint planning, sprint reviews, backlog and PBI prioritization, capacity planning, and a clearly defined definition of done
• Identify, document, and elevate risks early; drive stakeholders to decisions on scope trade-offs and date changes rather than absorbing schedule pressure silently

• Build and maintain project budgets in Excel, including RCE development and the supporting financial model
• Manage capital and expense forecasting, classify Cap Ex versus OpEx, and account for the separate treatment of employee and contractor labor
• Track budget against forecast, actuals, EAC, and variance; explain drivers and flag emerging overruns before they surface elsewhere
• Manage depreciation schedules for capitalized assets
• Reconcile financials multiple times monthly with your portfolio manager, the PMO, and Finance
• Source and analyze data across multiple systems — expect to work with extracts in the tens of thousands of rows and to summarize them on demand

Financial management represents roughly 20% of the role. Financial analyst support exists but is not assigned to every project.

• Build project timelines, roadmaps, and rollout plans in PowerPoint for executive and stakeholder audiences, frequently on short notice and sometimes live in a working session
• Produce project charters, process flows, and swim-lane diagrams
• Build and maintain reporting and dashboards in Azure Dev Ops
• Translate Agile delivery concepts for business stakeholders who are not Agile-practitioners, in plain language
• Facilitate working sessions, capture information from technical teams in real time, and turn it into something a stakeholder can act on

• Serve as the primary delivery contact for business sponsors and stakeholders
• Establish and maintain a demo and sprint-review cadence so business partners see working product throughout delivery rather than at the end
• Support pilot planning and phased rollouts, including scoping what realistically goes into a pilot versus a subsequent release
• Ask questions relentlessly. Little at Ryder is documented, and clarity comes through conversation.