About this role
The Project Manager drives approved Product initiatives through the Product Development Lifecycle by making plans, milestones, dependencies, risks, owners, readiness, and decisions visible. The role organizes execution across functions so contributors can focus on their work and Product leaders can focus on Product decisions. The Project Manager is a systems-minded delivery leader, not a meeting scheduler or task chaser. The role is accountable for momentum, clarity, and escalation while leaving product, technical, academic, design, creative, AI-quality, and business decisions with the appropriate owners.
- 1. Project Planning Turn approved scope and readiness criteria into an integrated plan with functional estimates and commitments. Coordinate discovery contributors and dependencies when assigned. Identify critical path, decision points, cross-functional handoffs, resource assumptions, and risks before they become blockers. Maintain original and current forecasts, record approved changes and coordinate accepted handoff, remaining obligations and project closure.
- 2. Execution & Coordination Facilitate the minimum operating cadence needed to keep work aligned and moving. Track dependencies, risks, blockers, decisions, actions, and readiness in the shared system of record rather than shadow trackers. Ensure owners understand commitments and escalate when work cannot proceed within agreed parameters.
- 3. Scope Change & Readiness Make proposed scope changes visible with impact to schedule, dependencies, capacity, quality, and readiness. Route Product tradeoffs to PM/Product leadership and functional decisions to the appropriate leader. Coordinate completion and visibility of Product, enablement, implementation, support, design, academic, AI-quality where applicable, QA, and technical readiness inputs without becoming the owner of those approvals.
- 4. Risk, Decisions & Escalation Surface unresolved blockers and decisions early with clear owner, impact, options, and required timing. Distinguish delivery risk from product, technical, academic, AI-quality, or operating-system issues and route each to the correct owner. Use the Director of Product Operations and Delivery for coaching or escalation when complexity, cross-project dependency, or consequence exceeds the PjM's delegated scope.
- 5. Continuous Improvement & Leverage Capture recurring delivery friction and recommend system improvements to Director of Product Operations and Delivery and Product Operations.
Use shared templates, automation, and status conventions to minimize administrative overhead. Contribute lessons learned and reusable project patterns back into the delivery practice. Definition of Success Projects have credible plans, timely decisions, complete readiness and accepted handoffs. Product and functional owners retain decisions; PjMs independently coordinate delivery and surface risks before commitments fail.