Senior Project Manager responsible for system migration from viability analysis to final approval. Leading projects in a dynamic tech environment with global presence.
Responsibilities
Lead the system migration from feasibility analysis through to user acceptance (UAT).
Perform in-depth analysis and source-to-target (from-to) mapping between System A and System B.
Develop and manage the project plan, including schedules and milestones.
Serve as Requirements Analyst, Business Analyst, and Product Owner, collecting and prioritizing requirements.
Define scope for customizations and integrations, assessing the need for supporting systems.
Create and manage the validation and functional acceptance (UAT) process with users.
Act as a technical liaison between architecture, development, and business teams, fostering integration and communication across multidisciplinary teams.
Evaluate non-functional requirements and, when necessary, assist in defining processes, supporting the continuous improvement of processes and management frameworks.
Manage project performance indicators, reporting status and results to executive stakeholders.
Manage scope, risks, schedule, and resources, ensuring quality deliveries on time.
Requirements
Proven experience managing IT projects, preferably system migration projects.
Strong knowledge of business analysis and requirements elicitation.
Familiarity with project management methodologies (Waterfall).
Ability to act as a Product Owner, prioritizing and managing the feature backlog.
Ability to work across different areas (business, architecture, development).
Excellent interpersonal communication and negotiation skills.
Analytical thinking and problem-solving skills.
Proactivity, autonomy, and organizational skills.
Knowledge of payroll systems is a plus.
Familiarity with project management tools (e.g., MS Project, Jira, Trello, Asana, or similar).
Project management certifications are desirable (e.g., PMP, PMI-ACP, CSM, or equivalent).
Knowledge of payroll or financial regulations is a plus.
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