Project Manager

Role: PMO manager for SAP, AI, and enterprise technology transformation programmes

Area: Enterprise Technology, Finance Technology, SAP Platforms, AI Delivery, and Portfolio Governance

Focus: Programme governance, delivery control, executive reporting, RAID management, financial tracking, decision management, and vendor coordination

Location: Bangalore, India

What We Expect This Role to Deliver :

Set up and operate programme governance across SAP, AI, and enterprise technology initiatives.

Create executive dashboards covering status, milestones, financials, RAID, dependencies, decisions, and delivery confidence.

Run governance forums, steering packs, decision logs, action tracking, and escalation processes.

Improve delivery consistency through common templates, reporting standards, cadence, and governance discipline.

Maintain a consolidated view of programme risks, issues, assumptions, dependencies, and change requests.

Track financial performance, vendor inputs, resourcing, purchase order status, and delivery commitments.

Must Have

PMO Manager, Programme PMO Lead, or equivalent experience in large technology, SAP, ERP, AI, or transformation programmes.

Strong experience in governance setup, executive reporting, RAID management, dependency tracking, financial tracking, and decision management.

Ability to create clear steering packs, dashboards, delivery reports, action logs, and escalation materials.

Experience working with project managers, delivery leads, Finance teams, vendors, procurement, and senior stakeholders.

Experience supporting CAPEX/OPEX tracking, vendor commercials, procurement governance, and benefits tracking.

Strong attention to detail, stakeholder management, communication, and delivery-control discipline.

Good to Have

Experience in SAP S/4HANA, SAP BTP, SAP AI, Finance transformation, or enterprise technology portfolios.

Familiarity with Agile, SAFe, SAP Activate, MSP, PRINCE2, P3O, MoP, Jira, Azure DevOps, Planview, Clarity, or similar PPM tools.

What Good Looks Like

Senior stakeholders have a single, reliable view of project health, decisions, risks, dependencies, and financial position.

Governance forums are well run, action-oriented, and focused on resolving blockers rather than just reporting status.

Delivery risks and dependencies are visible early and escalated with clear options and ownership.

Vendors and internal teams work to consistent reporting, milestone, and governance expectations.

New projects are onboarded into a structured delivery model quickly and consistently.