(Primary purpose of the position. Why does this position exist?)
IT&S Program Managers are responsible for directly planning and managing IT projects and programs of interrelated projects, of significant complexity, including the project or program’s estimating, planning, scheduling, definition of product functionality, cost/budget development and tracking, and stakeholder management. Program Managers regularly manage projects with significant interdependencies with active projects or existing systems. They manage and track interrelated projects as programs, often managing the activities of other project managers who are managing related projects. Progam Managers work with Business Owners, IT&S Product Owners, Solution Leaders, and Senior Leadership to define the project’s or program’s objectives and scope; work across the IT&S organization to acquire resources and form project teams; estimate project/program schedule and costs; manage the work of team members and third-party contractors, consultants, and vendors, to deliver IT products according to plan, schedule, and budget. Program Managers oversee projects and programs from initiation, to development of the defined results, and through deployment of the product, including turnover to the appropriate systems support and user support organizations. They lead the project team(s), engage the appropriate resources and managers, and deliver on commitments. They assign tasks, follow up on issues, and analyze risks. They are responsible for producing written documentation for project meetings (i.e. agendas, action items, status updates). They prepare and deliver executive level project communications and presentations.
Program Managers must have outstanding oral and written communication skills and be adept at relationship management from the line level up to the executive suite. Program Managers have a strong understanding of the tools and technologies used within their projects. They are not developers or engineers, but they must be technically savvy enough to learn quickly and earn the confidence and support of their teams. NO GANTT chart, checklist watchers.
The program manager is seen as “hands on” with the project or program under their guidance, participating in the day to day management of the project or prgram. The Program Manager manages a project management team of 3 to 10.
The Program Manager is responsible for all aspects of project or program, including: communications, estimating, planning, tracking and maintenance of project schedules, resource plans,and the project budget and are particularly responsible for issue tracking and resolution as well as risk management and mitigation.
The Program Manager has managerial responsibilities for the employees on the project management team. This includes coaching and guidance as well as formalized objectives and annual evaluations, recommendations on pay, interviewing and recommending candidates for hire.
Project/Program Management Processes and Artifacts
- The Program Manager is responsible for all
o Collaborates with senior executives to define focused objectives and scope on upcoming projects, supports annual portfolio planning with business owners
Plans and controls
scope for complex, ambiguous or fluid projects and programs,
involving appropriate stakeholders to quickly and thoroughly in scope definitions
to balance necessary change and scope creep
manages project requirements
such that final solution matches not only the written specification, but also the business need. Installs/manages requirements management processes where conflict and contentions on project results is anticipated
out length and difficulty of tasks for larger projects or programs new to HCA, measures
performance to schedule
, able to anticipate schedule issues and risk areas and recommend proactive corrective action; Leverages and successfully guides cross organization PMs to plan and manage multiple work plans for a program, measures performance to schedule, able to anticipate schedule issues and risk areas and recommend proactive corrective action
Organizes project and program work into manageable groups, including discreedt projects, phases and work breakdown and determines effective approach for completing the work.
Develops and maintains a realistic
project/program schedule that
captures all the required work
ensures buy-in from project/program stakeholders and ensures required schedule changes are communicated and discussed as far in advance as possible. Manages critical path. Keeps the plans up-to-date through the life of the project/program.
Tracks and communicates progress
and the right level of detail for the audience.
Ensures appropriate formal and informal communication of
to the project core team, supporting IT staff, actively involved business partners, and senior leadership
project status reviews
of programs and related projects and their interdependencies. Communicates appropriate outcomes with Solution Leaders, PMC Management, and Business Owners to provide timely and accurate information and status updates, along with issue and risk management within individual projects and across a program.
, validates and refines less "solid" plans as needed, structures/mobilizes the project team for projects with scope new to HCA; assigns tasks across organization boundaries and adjusts as needed to stay on schedule; Projects future needs and identifies risks/issues, works with resource managers to resolve; ensures
roles and responsibilities
are clear for all team members;
for programs involving multiple project teams across organizational boundaries, anticipates risks/issues and ensures resource plans have appropriate contingencies
Able to apply and tailor HCA methods and PMI standards to define the appropriate
strategy (including mitigation, acceptance, avoidance or transfer) for a complex project; implements and effectively facilitates the defined approach through delegation, communication and leadership; ensures risks are managed as directed by project stakeholders and Risk Management viewed as a significant value add (rather than and control) by HCA executives; guides team and sponsors to accept some risks given the opportunity for benefit
Issue tracking process
that ensures team members can submit or review issues without going through the PM; periodically reviews, assigns, updates, communicates, and escalates issues according to a predefined path when they cannot be resolved within the project team. Ensures that resolved issues are available for future reference.
complex cross function issues
and facilitates resolution, escalates issues to executives with the proper balance of urgency and calm/composure; Negotiates to consensus the most complex issues with executive level stakeholders
cost estimating/planning process
for project with scope new to HCA or with uncertain or ambiguous scope or considerations: Gathers and compiles budget for project including capital or equipment components, manages external vendors and follow HCA accounting/financial processes; Ensures comparison of Actual vs. Plan is accomplished as required for the project.
Leads multiple dependent project sub-teams to
based on an agreed upon integrated project/program plan, identifies risks and issues and facilitates resolutions, sets proper expectations with HCA and external executive stakeholders
project and product interdependencies
within a program of multiple projects (and across other business lines and programs) are considered and are tracked as projects are planned and executed and tracked in an efficiently and effectively.
Develops and executes complete project and product deployment
- The Program Manager is responsible for
the project team for projects or programs of moderate complexity and/or size:
o Pushes the team forward with commitment to the project’s vision
o Focuses on the objectives
o Is Proactive
o Takes Initiative and Responsibility
o Enforces Accountability
o Serves as the single point of contact for a program including serving as the escalation point for resolution of project/program issues with other IT&S areas and with HCA business units
- The Program Manager is responsible for maintaining
for projects or programs of significant complexity:
o Actively seeks the customers’ perspective
o Works to better-understand the business space
o Strives for real solutions, not just to finish the project/program
o Works as a partner with the business
- The Program Manager is responsible for
Ensures that expectations for project, scope, requirements, quality, schedule, communications and all project management processes are clearly documented as appropriate for the project or program size and complexity.
Ensures that stakeholders and team members have a common understanding of project /program expectations, including as the project is delivered and elements are clarified or elaborated.
Identifies and either resolves or escalates discrepancies or issues as they are discovered
Productivity and Pace
- The Program Manager is responsible for maintaining appropriate
for themselves and for the project they are managing.
Maintains / manages acceptable productivity and pace against prescribed delivery milestones and dates;
Recognizes productivity and/or pace issues across the team, diagnoses root cause, and identifies potential courses of corrective action
Quickly develops a project roadmap that captures high-level milestones and key integration points based on candidate technical scope, ensures buy-in from project stakeholders, front loads high-value and high-risk activities, progressively identifies detailed tasks for the next iteration/sprint, monitors short-term progress via daily stand-ups and burn-downs and overall progress via a project burn-down, and ensures a regular cadence of product delivery, customer feedback, and value generation.
Candidates will have more than 10 years of relevant work experience.
Prefer 8+ years of IT experience, including 4+ years managing large (5,000+ hours), complex projects.
College graduate required - undergraduate
(Required licenses, certificates, specific skills, personal traits,; e.g., RN, CPA, able to type 90 wpm, detail orientation.)
PHYSICAL DEMANDS/WORKING CONDITIONS
- Demonstrated written and oral communication skills.
- A certification in project management is preferred but not required.
- Proficiency with project management software, such as MS Project, Workbench, and CA Clarity.
- Competent and proficient understanding of IT project requirements.
- Demonstrated experience in team management.
- Technically competent with various software programs, such as Microsoft Office and Outlook.
- Experience at working both independently and in a team-oriented, collaborative environment.
(Specific statements of physical effort required and description of work environment; e.g., prolonged sitting at CRT.)
Desired Characteristics and Values of HCA IT&S Program Managers
- Overtime may be required to meet project deadlines.
- Sitting for extended periods of time.
- Dexterity of hands and fingers to operate a computer keyboard, mouse, and other devices and objects.
- Physically able to participate in training sessions, presentations, and meetings.
- Some travel may be required for the purpose of meeting with clients, stakeholders, or off-site personnel/management.
o Leads a mission-focused team including PMs and team members from various HCA organizations with conflicting goals and priorities, able to gain and maintain the trust and confidence of team members and top HCA executives by demonstrating strong leadership and delivery capability with challenging and complex projects, able to influence others to action without direct authority; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team
o Aligns a cooperating team across organization groups, able to elicit cooperation, able to diffuse tension; Anticipates possible/probable team dynamics issues and proactively implements adjustments (e.g. team building activities) to maintain or improve team dynamics; Drives team decision making supported by all parties and ensures alignment of decisions with organizational missions, values, and priorities
o Establishes an environment that motivates team members to be engaged and enthusiastic and actively contribute to team goals over individual goals or assignments;
o Includes team members in discussions and listens effectively; gains and maintains trust and confidence of team members by demonstrating integrity and accountability
o Provides the calm/guiding leadership to manage the program team and executive stakeholders to weather urgent crisis or conflict situations; Leads team/stakeholders to understand and evaluate all views of a contention and alternative solutions, drives to mutual benefit an compromise without damaging quality of solutions or relationships; Improves team performance through calm and solid leadership during pressure situations Helps other team members remain calm in crisis situations, guides the team to fully understand the issue and assess urgency, develop as assess solution options, manage stakeholder communication and decision needs and drives to the best solution; Elevates performance under pressure, and sets an appropriate example for others relative to performing under pressure
o Comfortable making most significant decisions for complex projects in accordance with installed project governance and issue management processes
o Defines and installs the framework for PM decision making within a program of related projects, supports PMs making decisions as delegated, provides and facilitates structure for cross team decisions that need to escalated to senior management or a steering committee
o Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in a well-planned and organized manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clear communicator. Provides feedback on team member performance to functional managers when appropriate and with tactful delivery;
o Mentors all PM's, very comfortable as a PM and as a consultant and able to effectively transfer knowledge and improve the performance of others
o Places a value on putting the team first (ie. Team Over Self)
o Develops formal communication plans for complex projects, able to craft complex or unpopular messages to a challenging stakeholder group with success, able to obtain needed communications from them; Appropriate and successful interactions with senior leaders with little to no guidance
o Uses business terminology in interactions with executives, able to plan and accomplish appropriate and successful communications with the top level executives, messages are on target for focused executives and well received; Appropriate and successful interactions with VPs with little to no guidance
o Delivers appropriate and timely communications to project stakeholders ; Appropriate and effective interaction with peers and team members; Expresses ideas clearly, concisely, and professionally
o Demonstrates awareness of a manageable stakeholder audience and tailors messages and delivery for the desired result, can accomplish Project Management without Project Management terminology; Appropriate/successful interactions with Directors and AVPs with guidance from a supervisor
o Can plan and perform the most challenging negotiations where significant compromise is required and the outcome is not favorable for one or more parties, or where the breakdown or failure of the negotiation is a strong possibility, demonstrates ability to persuade others
o Can negotiate skillfully in tough situations with internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and assertive as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing
o Proactively confronts issues
o Prepares for and presents complex matters effectively at highest organization levels; Is effective in a variety of formal presentation settings: one-on-one, small and large groups; is effective both inside and outside the organization, including on controversial topics; Recognizes and ensures connection with all audience types and levels; Commands attention and can manage group process during the presentation; can change tactics midstream when something isn't working. Is able to write clearly and succinctly in a variety of communication settings and styles;
o Actively listens and plays back findings; Ability to ask probing questions based on effective listening; Ability to draw conclusions and connect outside factors into conversations / work-sessions; Elevates conversations and work sessions by combining active listening with awareness and understanding of content knowledge from other areas
o Applies advanced facilitation techniques to solve highly complex, multi-faceted challenges and/or issues; able to gain alignment across diverse group of senior level stakeholders
o Defines the strategy for and facilitates the compilation of multiple dependent project status reports to form and integrated program status reports, accomplish this at multiple levels to drive detailed project work and also facilitates executive level activity, decision and confidence in the program management effectiveness
o Looks for ways to improve their own capabilities
o Looks for ways to improve project management capabilities and practices across the organization
o Belief in their own abilities
o Willingness to take appropriate risks in order to capitalize on opportunities
o Decisive, assertive
Customer-Trust / Confidence
o Adept at relationship management
o Builds a reputation for dependable delivery to gain customer trust.
o Routinely execute project work without confidence questions or concerns from customers
o Recognized by customers for understanding of executive business needs, customers seek their input on future project plans ideas and operations/business topics in addition to project work
Professional Presence / Maturity
o Displays professionalism in appearance, attitude, and timeliness in all interactions
Adjusts behavior and delivery style for appropriate interactions with stakeholders at all levels of
o the organization.
o Adaptable and flexible, with the ability to handle ambiguity and sometimes changing priorities
o Can maneuver through complex political situations effectively and quietly; is sensitive to how people and organizations function; anticipates where the land mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organizational life and works to adjust to that reality
o Demonstrates mature understanding of how healthcare companies and organizations work; is knowledgeable in current and possible future politics, practices, trends, technology and information affecting the HCA business and organization; is aware of how strategies and tactics are and can be used/effective in project management
o Demonstrates the ability to accurately judge what to resolve themselves or what to escalate for assistance
o Seeks feedback from colleague or guidance from supervisor when appropriate
o Able to weigh the facts, identify options, confirm assumptions, and choose appropriate next steps and urgency/timing or action or communication
Demonstrates drive to take on assigned and additional responsibility; identifies, begins and follows through energetically with a plans or tasks
Strong organization skills;
Can orchestrate multiple activities at once to accomplish a goal
Uses resources effectively and efficiently
Arranges information and files in a useful manner.
Exhibits sensitivity and respect for differences in individuals’ perspectives, personality, style, and cultural values;
Displays integrity by being open and honest in all interactions
Shows politeness and deference as appropriate
Responds in a timely manner to responsibilities;
Knows personal strengths, weaknesses, opportunities and limits; seeks feedback; gains insights from mistakes;
is receptive to talking about shortcomings;
looks forward to balanced performance reviews and career discussions