The Clorox Company

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Security and Technology Program Manager

at The Clorox Company

Posted: 10/24/2017
Job Reference #: 5000260923906
Keywords: operations

Job Description

Position Description

The Clorox Company (NYSE: CLX) is a leading multinational manufacturer and marketer of consumer and professional products with about 8,000 employees worldwide and fiscal year 2016 sales of $5.8 billion. Clorox markets some of the most trusted and recognized consumer brand names, including its namesake bleach and cleaning products; Pine-Sol® cleaners; Liquid Plumr® clog removers; Poett® home care products; Fresh Step® cat litter; Glad® bags, wraps and containers; Kingsford® charcoal; Hidden Valley® dressings and sauces; Brita® water-filtration products; Burt's Bees® natural personal care products; and Renew Life® digestive health products. The company also markets brands for professional services, including Clorox Healthcare® and Clorox Commercial Solutions®. More than 80 percent of the company's sales are generated from brands that hold the No. 1 or No. 2 market share positions in their categories.

Position Summary:

Responsible for the oversight of IT projects approved by Clorox business stakeholders and delivered by the IT organization. This position is responsible for executing IT delivery processes that include - Project Approval & Authorization, Project Oversight, Issue and Escalation Management, and Risk Management. Responsible for delivery of approved business outcomes as well as ensuring project financial and quality objectives are met through effective project management.

Responsible for the coordinated management of multiple related projects, and in many (most) cases, ongoing operations which are directed toward a common objective. Works with constituent Project Managers (who are responsible to the Program Manager for the execution of their project and its impact on the program) to monitor cost, schedule, and technical performance of component projects and operations, while working to ensure the ultimate success of the program. Generally responsible for determining and coordinating the sharing of resources among their constituent projects to the overall benefit of the program. Usually responsible for stakeholder management particularly stakeholders external to the organization.

This position will support both the Technology Health Program and the Enterprise Security Program and will work closely with the CISO to implement projects to ensure company information assets are adequately protected and reduce security risks. The successful candidate will have a background and experience in security related technology and information security governance; leading projects encompassing identity access management, directory services, database security, SAP and integrations with SOA, ERP, and SdN infrastructure. Demonstrates domain knowledge in the area of cyber security (NIST, ISO27x and CMMI frameworks).

Key Responsibilities (in descending order of importance):

% of Time

Engage our People as Business Owners: Develop individual capabilities to promote growth. Key activities include:

  • Personal ongoing development.
  • Develop accountability matrix: Develop an accountability matrix by identifying and assigning program roles and responsibilities in order to build the core team and to differentiate between program and project resources.
  • Align team activities with the goals and outcomes defined by Leadership and the Strategic Plan. Creates and influences the strategic plan with organizational roadmaps of deliverables.
  • Works on company priorities within cross functional team.
  • Collaborates with stakeholders to drive the best results. Drives alignment when there is not agreement.
  • Provide timely performance feedback and encouragement throughout the year. Provide specific, formal, feedback as needed, and in accordance with HR policies.

20%

Drive the Business: Supports technology tools, systems, capabilities, processes, and financials to enable delivery and drive business results across the enterprise.

  • Identify ways to share resources across the governance team to promote effective resource utilization, information sharing and skill development
  • Translate strategic objectives: Translate strategic objectives into high-level project scope statements by negotiating with stakeholders in order to create a program scope description.
  • Optimize program plan: Optimize program plan by reviewing and leveling resource requirements (e.g., materials, equipment, facilities, finance, human capital) in order to gain efficiencies and synergies among projects.
  • Establish program consistency: Establish program consistency by deploying uniform standards, resources, infrastructure, tools, and processes in order to enable informed program decision making.
  • Define measurement criteria for success: Define measurement criteria for success by analyzing stakeholder expectations and requirements across the constituent projects in order to control program performance.
  • Motivate team: Motivate the team using appropriate tools and techniques in order to increase commitment to the program objectives.
  • Establish alliances: Establish alliances with other departments and organizations by recognizing dependencies in order to assess potential partnership and commitment to the program.
  • Influence project stakeholders including business owners and senior IT management

20%

Technology/Business Planning and Development: Supports execution of technology improvements that drive capacity within the enterprise. Key focus areas include:

  • Manage change: Manage change in accordance with the change management plant to control scope, quality, schedule, cost, and contracts.
  • Analyze variances: Analyze variances of costs, schedules, quality, and risks by comparing actual values to planned values from the program plan, trends, and extrapolations in order to identify corrective actions necessary.
  • Execute program plans: Execute program plans (quality, risk, communication, staffing, etc.) by using the tools identified in the planning phase and by auditing the results of their use in order to align the program outcomes with stakeholder expectations and standards.
  • Address program issues: Address program issues by identifying and selecting a course of action by taking into account the program constraints and objectives in order to enable continued program progress.
  • Assess program: Perform a program assessment by defining the program objectives, requirements and establishing a high level road map in order to ensure the program alignment with the enterprise strategic plan or mission.
  • Consolidate project/program data: Consolidate project/program data (documented issues, status reviews, risks, financial reports, resources, etc.) using predefined reporting tools and methods in order to monitor program performance.
  • Develop detailed program scope statement: Develop a detailed program scope statement by incorporating program vision, objectives, out-of-scope items, schedule, financial milestones, and legal/regulatory/safety concerns in order to aid in overall planning.
  • Charter constituent projects: Charter constituent projects by assigning project managers and allocating appropriate resources in order to meet program objectives.
  • Establish program management plan: Establish program management plan and baseline by integrating the plans for constituent projects and creating the plans for supporting program functions including management of scope, schedule, finance, benefits, quality, resource, procurement, risk response, change and communications in order to effectively forecast, monitor, and identify variances during program execution.
  • Develop high-level milestone plan: Develop a high-level milestone plan using goals and objectives of the program, applicable historical information, and other available resources in order to align program with expectations of sponsors and stakeholders.
  • Define program scope: Develop program scope definition using Work Breakdown Structures in order to determine program deliverables and tasks.
  • Obtain executive approval: Obtain senior management approval for the program by presenting the program charter with its high-level costs and benefits for the organization in order to receive authorization to proceed to the next phases.
  • Request authorization to proceed: Request authorization to proceed by presenting the program assessment for approval to the governance authorities in order to initiate the program.
  • Define the program mission statement: Define the program mission statement by assembling the stakeholders' concerns and expectations in order to establish program direction and set a baseline for any further action.
  • Capture program status: Capture program status and data by ensuring the population of the program management information system in order to maintain accurate and current program information for the use of stakeholders.
  • Identify potential corrective action: Identify potential corrective action by forecasting program outcomes using simulations, what-if scenarios, and causal analysis in order to incorporate corrective actions into the program management plan.
  • Approve closure of constituent projects: Approve closure of constituent projects upon completion through appropriate processes and procedures I order to obtain acceptance.
  • Develop benefits realization plan: Develop benefits realization plan by estimating the costs and benefits (ROI) of the program in order to establish the program feasibility and obtain funding.
  • Conduct program kick-off meetings: Conduct program kick-offs with stakeholders by holding a series of meetings in order to familiarize the organization with the program.
  • Develop transition plan: Develop transition plan by defining exit criteria, policies, and processes to ensure all administrative, commercial, and contractual obligations are met upon program completion.
  • Perform preliminary stakeholder analysis: Perform a preliminary stakeholder analysis through RFP, contract, experience, and input from other sources in order to assess their position relative to the program.
  • Close out program: Manage program completion by executing the transition plan (initiate benefits realization measurement, release resources and acknowledge individual performance, perform administrative closure, obtain acceptance, transfer on-going activities to functional organization) in order to close out the program.
  • Support business analysis functions: Support business analysis functions in identifying marketplace needs for potential program offerings in order to ensure program viability through researching, market analysis and high-level cost-benefit analysis.
  • Determine program performance: Complete a program performance analysis report by gathering final values and comparing them to planned values for quality cost, schedule, and resource data in order to determine program performance.
  • Conduct stakeholder post-review meeting: Conduct the stakeholder post-review meeting by presenting the program performance report in order to obtain feedback and capture lessons learned.
  • Report lessons learned: Report lessons learned via appropriate methodologies in order to support future program or organizational improvement.

40%

Build Capability to Drive Growth and Eliminate Waste: Deploys tools, processes and resources to support the enterprise.

  • Define project management information system: Define project management information system (PIMS) by selecting tools and processes to share knowledge, intellectual property, and documentation across constituent projects in order to maximize synergies and savings.
  • Evaluate organizational capability: Evaluate the organization's capability by consulting with the groups involved with delivery in order to validate the program priority and alignment to the strategic objectives.
  • Establish project management standards: Establish project management standards within the program (governance, tools, finance and reporting) using industry best practices and enterprise standards in order to drive efficiency and consistency among projects.
  • Work with a continuous improvement mindset to optimize productivity and drive out waste in all that we do at Clorox.
  • Plan and implement systems that perform the work and fulfill the mission and the goals of the department efficiently and effectively.

20%

 

Minimum Requirements:

Years and Type of Experience:

  • 10 + years Information Technology or professional services experience in IT Delivery
  • 8+ years of experience managing various types of IT projects (e.g., discovery, new software development, infrastructure, capital, Business Intelligence)
  • Project Management certification (e.g., PMP, Agile Certified Scrum Master (CSM) PRINCE2)
  • Experience working with various project and portfolio management tools and methodologies (e.g., MS Office including Project, Sharepoint, and Visio, ServiceNow, PPM, Agile/Scrum methods, ASAP/waterfall)
  • Evidence of successfully managing diverse project teams (e.g., outsourced, multi-vendor, or geographically distributed)
  • Experience in working in information security, risk management, security assessment, security operations.
  • (Preferred) Information Security Certificate(s) such as: CISSP, CompTia Security +, CISA, CISM
  • Bachelor's degree in Business, Computer Sciences, Engineering, or related field (an equivalent combination of related education, training, and experience may be considered)

Skills and Abilities:

  • Team Building and Management -- Use standard technologies to effectively facilitate team meetings. Conduct regular team meetings. Keep team informed of changes within the organization as well as information relevant to the success of the team.
  • Business Acumen -- Understand and shape the business environment that you support and its adjacencies. Understand, and be actively supportive of, cultural and individual differences of your team and the organization.
  • Analytical Capability -- Strong understanding of the systems tools and processes needed by the team to be successful in accomplishing their goals and objectives. Monitors process output for adherence to expectations and takes corrective action when process output does not meet expectations.
  • Leading Teams -- Attracts, develops and motivates the talent needed for current and future business requirements. Articulates an inspiring vision for the future, establishes high performance expectations and sets example through own behavior. Ensures alignment of individual goals with overall business objectives. Coaches team members to success and holds individuals accountable for achieving results.
  • Drive for Results -- Credibility earned through delivering results. Balances urgent and effective action, commitment to excellence, taking initiative to resolve problems and work quality. Demonstrates high initiative and provides leadership in a project-oriented environment.
  • Effective Communication -- Communicates clearly and effectively with colleagues, stakeholders, Leadership, external partners and customers. Excellent verbal and written presentation skills including the ability to communicate complex ideas in a simple way and to tailor key messages and presentation style to multiple audiences.
  • Influence and Collaboration -- Builds and sustains collaborative relationships at multiple levels in the company. Able to work through complex disagreements and conflict to achieve resolution.
  • Builds trust by including others and by keeping stakeholder teams focused on the success of the organization.
  • Excellent ability using Microsoft Outlook, PowerPoint, Word and Excel.
  • Experience in IT and technology implementation a plus
  • Understanding of Lean / Six Sigma a plus
  • Work experience in an outsourced environment is a must
  • Demonstrated leadership, innovation, and business engagement skills.

Job ID

7345

Area of Interest

Information Technology

Employee Type

Salaried Non-Prod