{"id":3611827,"url":"https://alion.io/job/iqbusiness-program-manager","title":"Program Manager","company":{"id":177347,"name":"IQbusiness","domain":"iqbusiness.net","url":"https://alion.io/company/iqbusiness","size_band":null,"is_staffing_agency":false,"employer_type":"direct","is_intermediary":false,"listed_via":null,"ats_vendor":"Simplify","truth_index":{"grade":"A","score":87,"open_postings":6,"ghost_share":0,"stale_share":0.333,"repost_share":0,"time_to_fill_p50_days":79,"computed_at":"2026-11-06T05:58:05Z"}},"role":"Management","role_family":"Management","seniority":"staff","employment_type":null,"work_mode":"on_site","remote_scope":null,"remote_scope_basis":null,"remote_working_hours":null,"hiring_geo_confidence":"structured","locations":["Johannesburg, South Africa"],"countries":["ZA"],"hiring_countries":[],"hiring_countries_total":0,"salary":null,"salary_estimate":null,"experience_years_min":10,"visa_sponsorship":false,"relocation_package":false,"has_equity":false,"technologies":[{"name":"Agile","optional":false},{"name":"Microsoft Project","optional":false},{"name":"Power BI","optional":false},{"name":"SharePoint","optional":false}],"status":"live","first_seen_at":"2026-11-02T14:38:17Z","employer_posted_date":"2026-11-02","last_verified_at":"2026-11-06T19:39:06Z","board_verified":true,"closed_at":null,"days_open":4,"trust":{"level":"ok","repost_count":null,"flags":[],"days_open":4},"description":"The Senior Programme Manager leads and operates the client's Programme Management Office (PMO) on behalf of iqx. The role provides strategic oversight of the assigned programme portfolio through structured planning, programme governance, financial performance monitoring, risk management and executive reporting, so that the client's Group leadership has clear visibility, makes informed decisions and sees disciplined programme execution.\nIn addition to running the PMO, the incumbent directly manages selected strategic programmes within the portfolio, as agreed with the Group Executive Sponsor. The role therefore combines PMO leadership (governance, controls and reporting across the portfolio) with hands-on programme delivery.\nThe incumbent operates as an embedded member of the client's leadership environment, sitting between Group leadership (executive oversight and decisions) and the project managers and teams who deliver individual projects and workstreams.\nRole Context & Positioning:\n Business unit: iqx (a division of iqbusiness, a Reunert company) - Technology Services.\nClient placement: Embedded within the client's leadership environment.\nReporting line:Operational: the client's appointed Group Executive Sponsor.\nEmployment: iqx Head of Technology Services.\n\nLocation: Client head office or client site, with travel to the client's operating businesses as required.\nEmployment type: Contract, dedicated to the client engagement.\nRole Continuity & First 90 Days:\nThis appointment ensures continuity of an established PMO.\nThe incumbent will take over an in-flight programme portfolio, existing governance forums and established stakeholder relationships.\nEarly priorities in the first 90 days include:Days 1-30: Review the programme portfolio, roadmap, RAID register, decision logs and financial position, and meet the Group Executive Sponsor, key stakeholders, project managers and delivery partners.\nDays 31-60: Confirm or re-baseline programme priorities, steering committee cadence, reporting packs and agreed Critical Success Indicators (CSIs).\nDays 61-90: Deliver the first full executive reporting cycle, close governance gaps and agree a forward PMO improvement plan with the Executive Sponsor.\n\nResponsibilities:\nProgramme Management Office\nOperate and continuously improve the client's Programme Management Office.\nMaintain the PMO operating model, governance framework and programme management standards.\nDevelop and maintain programme standards, templates, registers and supporting documentation.\nCoordinate programme planning, prioritisation and resource management activities.\nProgramme Delivery for Directly Managed Programmes\nLead end-to-end delivery of programmes assigned to the incumbent, from initiation and planning through execution, transition and closure.\nDefine programme scope, objectives, roadmap, delivery approach and benefits for each directly managed programme.\nLead and direct the project managers, workstream leads and delivery partners within those programmes.\nManage programme schedules, budgets, resources, risks and change control.\nReport through the PMO governance forums.\nEnsure programme outcomes and benefits are realised and handed over to the business.\nProgramme Governance and Controls\nEstablish and facilitate governance forums and steering committee meetings.\nMonitor programme performance against agreed objectives, milestones and deliverables.\nMonitor programme benefits, assumptions and delivery constraints where applicable.\nMonitor scope changes and assess their impact on delivery, budgets and timelines.\nMaintain programme records, action registers and decision logs.\nEscalate programme matters requiring executive review or decision.\nFinancial Performance Monitoring\nManage programme financials in accordance with approved project and programme budgets.\nMonitor actual spend against approved budgets and forecasts.\nReport variances with root cause and recommended corrective action.\nTrack committed costs, forecasts to completion and the financial impact of change requests.\nProvide financial visibility to support executive decision-making.\nBudget ownership and financial approvals remain with the client.\nRisks, Assumptions, Issues and Dependencies (RAID)\nIdentify, assess and manage programme risks, assumptions, issues and dependencies.\nMaintain a centralised RAID register with owners, mitigation actions and due dates.\nCoordinate interdependencies across projects and workstreams.\nResource and Portfolio Coordination\nMonitor resource utilisation and capacity planning across the programme.\nCoordinate dependencies and priorities across projects and workstreams.\nCoordinate engagement with third-party suppliers and delivery partners where required.\nStakeholder Engagement and Executive Reporting\nPartner with Group leadership, business stakeholders, project managers and delivery teams.\nFacilitate communication and alignment between business stakeholders and delivery teams.\nPrepare and present executive programme reports and steering committee packs.\nProvide consolidated reporting on progress, financial performance, risks, issues and key decisions.\nHighlight matters requiring executive attention.\nKey Deliverables:\nProgramme Management Office: An operational PMO providing structured oversight, coordination and programme controls across the assigned portfolio.\nPMO Governance Framework: A documented operating model, governance framework, roles, responsibilities, standards and decision-making processes.\nProgramme Roadmap: A consolidated roadmap of milestones, dependencies, priorities and delivery timelines.\nExecutive Reporting Pack: Consolidated reporting on progress, financial performance, risks, issues, dependencies, resource utilisation, CSIs and key decisions.\nProgramme Financial Report: A budget vs actual vs forecast view per project and programme, with variances explained.\nProgramme Delivery Plans: For each directly managed programme, the scope, plan, budget, resourcing, benefits and closure report.\nRAID Register: A centralised register of risks, assumptions, issues and dependencies, including mitigations and escalations.\nSteering Committee Pack: Agendas, reporting packs, action registers and decision logs.\nProgramme Standards & Templates: Standardised templates, registers and documentation supporting consistent delivery.\nKey Performance Areas:\nGovernance:Steering committees held per the agreed cadence.\nActions and decisions logged and closed on time.\n\nReporting:Executive reporting packs issued on schedule, accurate and decision-ready.\nCSIs tracked and reported.\n\nFinancial Visibility:Budget vs actual vs forecast reported per cycle.\nMaterial variances flagged early with corrective actions.\n\nRisk Management:RAID register kept current.\nHigh risks owned and mitigated.\nNo unflagged surprises to the Executive Sponsor.\n\nDelivery Predictability:Milestones tracked against baseline.\nSlippage and scope changes assessed and escalated timeously.\n\nProgramme Delivery: Directly managed programmes delivered to agreed scope, time, budget and quality, with benefits handed over to the business.\nStakeholder Satisfaction: Positive feedback from the Group Executive Sponsor and stakeholders, and a strong iqx-client relationship.\nScope of Authority:\nProvides programme leadership, oversight, financial performance monitoring, coordination and reporting.\nAccountable for delivery of directly managed programmes against approved scope, timelines and budgets.\nFor the wider portfolio, accountability for project delivery remains with the respective project managers and delivery teams.\nBudget ownership and financial approval authority remain with the client in all cases.\nServices outside the agreed scope are handled under a separate Statement of Work.\nKey Relationships:\nInternal (iqx and iqbusiness)\niqx Technology Services leadership.\nAccount / Client Manager for the client.\niqx Solutions Architects and specialist teams.\nExternal (client and partners)\nThe client's Group Executive Sponsor and Group leadership.\nBusiness stakeholders across the client's operating businesses.\nProject managers and delivery teams.\nThird-party suppliers and delivery partners.\nRequirements:\nEducation\nRelevant degree in Information Technology, Engineering, Business or Commerce (or equivalent).\nCertifications\nRecognised programme or project management certification, for example PMP, PgMP, MSP or PRINCE2 Practitioner.\nExperience\n10+ years' project and programme management experience, of which at least 5 years at programme or PMO level.\nProven experience establishing or running a PMO and governance framework in a large, multi-entity organisation.\nDemonstrated experience managing programme financials, including:Budgets and forecasts.\nVariance analysis.\nCAPEX and OPEX tracking.\n\nExperience preparing and presenting reports to executive committees and steering forums.\nProven track record of personally leading and delivering large, multi-project programmes end-to-end.\nTools and Systems\nMicrosoft 365 (Teams, SharePoint, Excel, PowerPoint).\nMicrosoft Project or Planner.\nPower BI or similar reporting tools.\nProgramme and portfolio management platforms as used by the client.\nAdvantageous\nExperience in a diversified industrial, manufacturing or logistics group environment.\nExposure to technology, digital or infrastructure transformation programmes.\nAgile or hybrid delivery certification (for example SAFe or PMI-ACP).\nPortfolio management certification (MoP).\nExperience in a managed services or consulting environment, working embedded at a client.\nKey Competencies:\nStrategic Thinking: Links programme activity to business objectives and executive priorities.\nExecutive Communication: Communicates clearly and concisely, and turns complex detail into decision-ready insight.\nFinancial Acumen: Reads budgets and forecasts confidently, and spots variances and their delivery impact.\nGovernance and Control: Applies structure and discipline without creating unnecessary bureaucracy.\nStakeholder Influence: Builds trust and alignment across leadership, business and delivery teams.\nIntegrity and Discretion: Handles confidential client and financial information professionally.\n Resilience: Remains composed and effective under pressure and in changing 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