Project Manager - Integrated Resources, Inc
Smyrna, GA 30080
About the Job
- must have product launch experience
-Pharma experience
- 3-5 years experience in project management.
- prefers someone close to location to come in when necessary, if close enough can come in once or twice a week but must be in for important meetings/events
The primary purpose of a Program Manager is to drive differentiated patient solutions by transforming strategy into program and project delivery. A Program Manager s role is to initiate, plan, execute, monitor/control and ultimately close a program to successfully realize the intended benefits. This includes overseeing any sub-programs and projects.
Program Managers will partner with the Project Sponsor. They are a standing member of the project core team. They are responsible for proactively ensuring program goals and strategies are appropriately framed, Productd and delivered in line with standards and processes, including oversight of the sub-projects, so that governance bodies and stakeholders can make the most informed and timely decisions.
Program Managers need to ensure there is strong communication amongst team members and with multiple stakeholders in different regions including external partners, ideally managed through a comprehensive communications plan. Effective program communication and managing the culture in line with values is an essential leadership component of the Program Managers role in working with cross-functional, diverse teams.
Program Manager assignments can vary in terms of program Product, size and complexity and may also include project management of specific deliverables within the program. Program Managers act as champions for PM Management techniques and processes, educating colleagues in these areas and sharing best practices across the organization.
3. MAJOR ACCOUNTABILITIES
Framing program goals and objectives
Drive the accomplishment of projects by using project and program management standards and processes where applicable.
Determine the program requirements (goals, objectives, ..) based on the project charter or Target Patient Value Profile (TPVP) and on the guidelines from the project sponsor. These program requirements should be in line with long term strategy and vision.
Setting program planning baseline
Ensure appropriate program strategies are in place to meet the overall goals including a baseline plan (such as resources, work breakdown structure, Product and scheduling) in a SMART business case (when applicable).
Program budgeting and resourcing
Partner with Finance to set, oversee and monitor the program budget, with appropriate change controls for key program and project milestones. This includes negotiating and driving the partnership agreement and financial cycle process.
Design a clear resource management plan regarding future resourcing needs and monitor the budget.
Apply project management processes throughout the project/program duration (e.g. planning update, roadmap, governance, data repository, ...)
Executing programs and projects
Responsible for project and program execution through the team and overseeing sub-projects. This includes managing program performance aProductst end to end lifecycle process, stage gates and interacting with governance bodies.
Proactively identify, troubleshoot, and escalate risks and issues as well as realize the benefits of project-related opportunities.
Use project processes, reporting and technology such as INTEGRATE, SharePoint, Launch Tracker and SAP.
Measuring program performance
Define and monitor program and project quality and performance including KPIs, feedback-based project reviews and transition management in line with processes and standards.
Identify opportunities for improvement through project reviews, ultimately managing the transition to steady state or next stage gate.
Communicating program information
Partner with sponsors, stakeholders, and teams to establish a safe, collaborative environment.
Manage the program communication plan to identify the key messages, audiences, interfaces, timings, and mechanisms for effective communication at all levels including externally to the organization.
Act as delegate (e.g. for the Development Lead or Program Sponsor) when needed.
Project learning
Designs optimal program strategies and scenarios through identifying, developing, and employing the right methods and frameworks based on clear goals, benefits and business cases to inform timely, quality decision-making, avoiding confirmation bias.
Apply relevant knowledge
Build, apply and share knowledge and skills across the organization. The knowledge and skills can include biopharma and healthcare industry-knowledge, or rather function-specific skills (e.g. commercial, engineering, research, quality, ...).
Best practices
Drive industry best practices (initiate, plan, execute, monitor/control, close) by contributing lessons learned, challenges, solutions and involvement in process improvement projects.
Train colleagues on project and program management best practices and processes as needed.
Participate in Project Management Community.
-Pharma experience
- 3-5 years experience in project management.
- prefers someone close to location to come in when necessary, if close enough can come in once or twice a week but must be in for important meetings/events
The primary purpose of a Program Manager is to drive differentiated patient solutions by transforming strategy into program and project delivery. A Program Manager s role is to initiate, plan, execute, monitor/control and ultimately close a program to successfully realize the intended benefits. This includes overseeing any sub-programs and projects.
Program Managers will partner with the Project Sponsor. They are a standing member of the project core team. They are responsible for proactively ensuring program goals and strategies are appropriately framed, Productd and delivered in line with standards and processes, including oversight of the sub-projects, so that governance bodies and stakeholders can make the most informed and timely decisions.
Program Managers need to ensure there is strong communication amongst team members and with multiple stakeholders in different regions including external partners, ideally managed through a comprehensive communications plan. Effective program communication and managing the culture in line with values is an essential leadership component of the Program Managers role in working with cross-functional, diverse teams.
Program Manager assignments can vary in terms of program Product, size and complexity and may also include project management of specific deliverables within the program. Program Managers act as champions for PM Management techniques and processes, educating colleagues in these areas and sharing best practices across the organization.
3. MAJOR ACCOUNTABILITIES
Framing program goals and objectives
Drive the accomplishment of projects by using project and program management standards and processes where applicable.
Determine the program requirements (goals, objectives, ..) based on the project charter or Target Patient Value Profile (TPVP) and on the guidelines from the project sponsor. These program requirements should be in line with long term strategy and vision.
Setting program planning baseline
Ensure appropriate program strategies are in place to meet the overall goals including a baseline plan (such as resources, work breakdown structure, Product and scheduling) in a SMART business case (when applicable).
Program budgeting and resourcing
Partner with Finance to set, oversee and monitor the program budget, with appropriate change controls for key program and project milestones. This includes negotiating and driving the partnership agreement and financial cycle process.
Design a clear resource management plan regarding future resourcing needs and monitor the budget.
Apply project management processes throughout the project/program duration (e.g. planning update, roadmap, governance, data repository, ...)
Executing programs and projects
Responsible for project and program execution through the team and overseeing sub-projects. This includes managing program performance aProductst end to end lifecycle process, stage gates and interacting with governance bodies.
Proactively identify, troubleshoot, and escalate risks and issues as well as realize the benefits of project-related opportunities.
Use project processes, reporting and technology such as INTEGRATE, SharePoint, Launch Tracker and SAP.
Measuring program performance
Define and monitor program and project quality and performance including KPIs, feedback-based project reviews and transition management in line with processes and standards.
Identify opportunities for improvement through project reviews, ultimately managing the transition to steady state or next stage gate.
Communicating program information
Partner with sponsors, stakeholders, and teams to establish a safe, collaborative environment.
Manage the program communication plan to identify the key messages, audiences, interfaces, timings, and mechanisms for effective communication at all levels including externally to the organization.
Act as delegate (e.g. for the Development Lead or Program Sponsor) when needed.
Project learning
Designs optimal program strategies and scenarios through identifying, developing, and employing the right methods and frameworks based on clear goals, benefits and business cases to inform timely, quality decision-making, avoiding confirmation bias.
Apply relevant knowledge
Build, apply and share knowledge and skills across the organization. The knowledge and skills can include biopharma and healthcare industry-knowledge, or rather function-specific skills (e.g. commercial, engineering, research, quality, ...).
Best practices
Drive industry best practices (initiate, plan, execute, monitor/control, close) by contributing lessons learned, challenges, solutions and involvement in process improvement projects.
Train colleagues on project and program management best practices and processes as needed.
Participate in Project Management Community.
Source : Integrated Resources, Inc