Program Manager

As a Program Manager you play a crucial role in defining, governing and supporting strategic business transformations in both business and IT.

We define it

You lead the initiation, definition and realization of long-term strategic programs. Together with a team you help define the scope and objectives of a program based on strategy, and clarify its costs, benefits, required changes, dependencies, risks and architecture (target operating model).

We change it

A program typically realizes multiple strategic objectives. Together with your core team, you translate these into a realistic change roadmap: defining business and IT projects and their timing, whilst taking into account their priorities and dependencies, and optimizing business benefits. By setting the pace of change, you bear in mind the organization’s change readiness. You discuss and validate the roadmap with management of different operating units. You collaborate closely with the other members of your core team, consisting of the following roles:

  • Enterprise business architect

  • Enterprise IT architect

  • Change Manager

  • IT representative

  • Business representative

You coordinate the activities of the program core team. There is no hierarchy within the core team, everyone brings their specific skillset to the program. As a Program Manager, you ensure an open and goal-driven environment to enable a smooth collaboration between team members with a high team performance.

We govern it

During the lifetime of the program (typically 2 - 4 years), depending on the program scope, you define, initiate and manage the program's projects. You have a key role in leading the program overall and it is your responsibility to monitor progress, scope, budget, risks and interdependencies in an efficient and effective way.

Depending on the program, you manage a program organization of 50 to 400 coworkers, as well as one or several implementation partner(s). You create a context in which everyone involved is motivated to work towards the same goal by creating and maintaining focus, enthusiasm and momentum. You are a true advocate for the program, its approach and its purpose. You continuously deal with change and make adjustments when needed. 

Finally, during the process, you will monitor and manage the dependencies of your program with the other strategic programs of the organization. 

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Tasks and responsibilities

The Program Manager has the following responsibilities:

  • You lead the initiation, definition and realization of strategic programs. 

  • You translate strategic objectives into a change roadmap that has an impact across different operating units. Roadmaps typically consist of 10 to 80 projects with 3 to 15 projects running in parallel. 

  • You manage a program organization of 50 to 400 coworkers, as well as one or several implementation partner(s).  

  • You are responsible for the successful delivery of the whole of the proposed change at the appropriate level of quality, on time and within budget, in accordance with the program plan and governance arrangements. You are responsible for the overall integrity and coherence of the program and manage program risks and dependencies with other programs and projects. When needed, you initiate extra activities or propose adjustments if gaps in the program are identified or issues arise. 

  • You track the realization of the program's business case and report on the progress of the program at regular intervals to the business responsible. You are an active member of the program’s governance bodies. 

  • You are used to working with peers in a collaborative spirit and create a context in which all stakeholders are motivated to work towards the same goal. 

Your profile:

  • Knowledge and experience - You have at least 5 years of experience in structuring complex high-impact transformations and are familiar with change management. You have an understanding of implementing large business and IT change in large organizations (>5000 employees) and know how to work smoothly with implementation partners.

  • Natural leadership - You are in your power when leading and you manage your team from an equal position. You quickly get a feel for the structure, operations and culture of an organization and have an understanding of how to work with people within that context.

  • Coordination and management - You have good knowledge of techniques and tools for planning, monitoring and controlling programs.

  • Strong communication - You actively listen to others and communicate persuasively and transparently. You know how to respectfully challenge others, deliver difficult messages and ensure progress together.

  • Conceptual and structuring ability - You quickly get an integrated picture of a complex environment. You come up with an efficient and effective plan of action in any situation and achieve strategic goals by working with others.

  • Adaptability - Programs are realized over a long period of time, in which you are sometimes faced with challenges. You show flexibility and make adjustments where necessary.

  • Language skills - You communicate strongly in Dutch and English. This allows you to work smoothly with all your colleagues, partners and stakeholders. Knowledge of French is a plus.

Why choose Myreas?

A proven methodology

Our origin: the EA context of the Colruyt Group

The Colruyt Group is the only "Architecture-driven" company in Belgium and maybe even in Europe. Decisions are not made by those who hit the table the hardest, they are made by an architectural process and architectural boards! The management takes all decisions based on an architectural foundation and rationale.

  • C-Level is being given EA training to learn “Architecturese” (the language of EA’s)

  • C-level must explain and defend the architectural recommendations to the Colruyt Group Architecture board (CEO, COO, CIO, Head of Bus. Arch, Head of IT Arch) in order to demonstrate their full commitment

Our extensive toolset

Our methodology for applying Enterprise Architecture is firmly rooted in TOGAF and ArchiMate, which we’ve been putting to work relentlessly keeping what worked well, tossing what didn’t and adding what was missing.

The result is an extensive toolset fit for the purpose of applying Enterprise Architecture. This toolset encompasses Strategy definition, Enterprise Business, Application and Technology Architecture, Program & Portfolio Management and specific deepdives in Architectural Notation, Tooling and governance.

As said, we took a lot of inspiration from TOGAF and ArchiMate, but we enriched our methodology with other tools and techniques such as the Target Operating Model framework (from Ross & Weill) or Pace Layering (from Gartner) to name just two.

Our collaboration between business and IT

The Enterprise Architects are always staffed in "duo" (an Enterprise IT Architect and an Enterprise Business Architect). Together they collect the high-level architectural requirements, translate these into different options and make recommendations to the management. Enterprise Architects are staffed in duo because each discipline has its own focus (Business or IT) and by challenging each other. they arrive at the best proposal. In addition, there are EA governance structures at Corporate Level, Capability Level and Program Level.

The mindset of a start-up

A start-up

Myreas is a small niche company, with a flat structure and a minimum of company rules. Myreas staff are shaping their own company and all colleagues are invited to help: “We will define our future together!”.

TOP Gun Spirit

It is the mission of Myreas to find the best Program Managers and to make them better (we call that the TOP Gun spirit!). Therefore, we deliberately set the bar very high: less than 5% of the people invited pass the tests and receive a proposal. Our mission is to grow towards 25 TOP Program Managers, 25 TOP Enterprise IT Architects and 25 TOP Enterprise Business Architects.

Effective and efficient Training and Coaching

There are no Belgian consulting companies with a combined EA and Program Management methodology because it is extremely difficult to develop one when everybody is working for different clients and using different methodologies, not to mention the problem of how to train/coach people effectively in such a context.

Because of the lack in methodology, it is also most unlikely that there is a decent Quality Assurance in place. Recommendations and deliverables are often fully dependent on the personal experience of the Enterprise Architect or Program Manager, rather than the company they are working for.
 
At Myreas we do things differently: it is the mission of Myreas to train and coach our colleagues and since all our colleagues are working at the same physical location, with the same context and culture, using the same methodology, same deliverables and stakeholders, we are able to organize this very efficiently and effectively. The outcome and recommendations are not dependent on the individual, but supported by the Myreas community through the existing governance processes and boards.

From Strategy to Realization

At Myreas we remain responsible for the architecture and the program: we translate the strategy into a roadmap of changes and remain responsible for the governance during the implementation of the roadmap. Program Managers see the results of their recommendations in collaboration with Enterprise Architects!

The human side of consultancy

Respect for the work-life balance

At Myreas, we do not expect our colleagues to work excessive hours.

No extensive traveling

At Myreas, we do not expect our colleagues to travel each week.

NO Sales Targets

At Myreas, we do not expect our colleagues to do business development as a condition to take a next step in their career.

No “Up or Out” principles

At Myreas, we do not apply the “Up or Out” principle. We grow within! Moreover, our funding model makes that we are not focused on EBITDA but rather on creating long-term added value. We are in it for the long run.

No stressful onboarding, no client-switching

At Myreas, the client context and culture remains the same so there is no stressful onboarding each time a new assignment starts and no continually switching clients.

Colleagues should do the things that give them energy.
We hope that all colleagues will help us to build Myreas but that is not an obligation: we believe that colleagues should do the things that give them energy.

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Start your journey

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