IN-SeniorManager_ Project Manager_IT Security_IFS_PAN India

At PwC, our people in project portfolio management focus on optimising project portfolios to drive strategic business outcomes. These individuals oversee project selection, prioritisation, and resource allocation to facilitate successful project delivery.

In programme management at PwC, you will oversee and coordinate multiple projects to facilitate successful delivery and alignment with organisational goals. Your work will involve strong leadership, communication, and problem-solving skills.

Growing as a strategic advisor, you leverage your influence, expertise, and network to deliver quality results. You motivate and coach others, coming together to solve complex problems. As you increase in autonomy, you apply sound judgment, recognising when to take action and when to escalate. You are expected to solve through complexity, ask thoughtful questions, and clearly communicate how things fit together. Your ability to develop and sustain high performing, diverse, and inclusive teams, and your commitment to excellence, contributes to the success of our Firm.

Examples of the skills, knowledge, and experiences you need to lead and deliver value at this level include but are not limited to:

• Craft and convey clear, impactful and engaging messages that tell a holistic story.

• Apply systems thinking to identify underlying problems and/or opportunities.

• Validate outcomes with clients, share alternative perspectives, and act on client feedback.

• Direct the team through complexity, demonstrating composure through ambiguous, challenging and uncertain situations.

• Deepen and evolve your expertise with a focus on staying relevant.

• Initiate open and honest coaching conversations at all levels.

• Make difficult decisions and take action to resolve issues hindering team effectiveness.

• Model and reinforce professional and technical standards (e.g. refer to specific PwC tax and audit guidance), the Firm's code of conduct, and independence requirements.

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