PMO Manager- Plymouth Meeting, PA
As part of the newly formed Program Management Office, the PMO Manager will bring value to CRF Bracket by monitoring the health of the Endpoint Solutions organization via KPIs, identifying opportunities for improvement and support, collaborating with internal and external partners to prioritize and implement improvement initiatives, and driving strong governance to ensure outcomes are delivered on time and in full. This will in turn support the newly created Centers of Excellence to deliver our strategic goals and client satisfaction.
1. Analyze KPIs that measure the health of the end to end Endpoint Solutions process to identify trends and establish improvement opportunities
2. Assess scope and impact of opportunities to determine whether the solution requires simple course correction or larger scale transformation activities and connect with the appropriate team to assign owners
3. Implement and drive governance and controls within and across departments to ensure milestones are achieved and benefits realized throughout the operations organization
4. Communicate status of improvement initiatives to appropriate stakeholders, building confidence that initiatives are on track to deliver on time and in full
a. This role must be able to decide whether the initiative is being managed well – or not, and whether proposed course correction is sufficient.
5. Performance in role will be measured against active participation in delivery of strategic outcomes by identifying key opportunities and driving successful governance on improvement initiatives and projects.
DECISION MAKING AND INFLUENCE
1. Role will:
a. Decide whether root cause analysis is complete before course correction / improvement is pursued
b. Judge impact and scale of opportunities identified through KPIs and therefore where to direct course correction.
c. Decide whether initiatives and corrective measures meet the programme’s quality standard
d. Defer to management / steering (for guidance or decision making) where critical decisions are delayed, or where re-prioritization of initiatives/resource is necessary to deliver program goals.
2. The role will communicate with the following types of people:
a. Internal and external partners (eg: Transformation Office; Quality Management team; external hardware suppliers) for root cause analysis and / or transfer of initiatives / course correction and governance engagement thereafter. Method: meetings to conduct heavy lifting, communication via slack or email thereafter
b. CoE management for root cause analysis and / or transfer of initiatives / course corrections and governance engagement thereafter. Method: meetings to conduct heavy lifting, communication via slack or email thereafter
c. PMO Analyst to obtain or discuss KPIs produced. Method: meetings or calls / emails dependent on complexity and urgency; as required, or as part of regular department meetings cadence.
d. Program stakeholders and management / steering for communication of progress and, where appropriate, guidance. Method: meetings or emails, dependent on complexity and severity
3. Work will be passed to the role in the form of:
a. KPIs for analysis, by the Analyst
b. Governance and communication structures and practices (both development and implementation), by the PMO Lead
c. Deliverables for assurance review, by the team / person responsible for the initiatives
d. Requests to change initiatives in planning or deployed, by the team / person responsible for the initiatives
e. Some of the above will require the role to generate their own work by triggering a process or series of tasks necessary to execute their responsibilities.
4. Deliverables will take the following forms:
a. High quality analysis reports, status updates, change management and assurance reviews will be reviewed with Manager and / or steering and stakeholders as part of the department’s regular management and governance cadence (TBD). Distribution via email / comms channels, which must be run efficiently and where participants must be held accountable for delivery.
5. The most challenging parts of the role:
a. Work takes place in a program environment which can be less structured or more loosely defined than a project environment and is subject to change based on strategic goals. Being comfortable with change and uncertainty and the ability to problem solve creatively will be critical to success. The ability to prioritize effectively and a sense of urgency / knowing when to act will be key to this role.
b. Those in role will need to draw on their ability to influence others to commit to changes and hold neighboring teams accountable for their commitments. This will require confidence and a clear understanding and commitment to the strategic goal of the program.
c. Ensuring that work is undertaken by other teams will require sound negotiation skills as both sides come to an agreement on prioritization of initiatives, activities and resources.
1. Bachelor’s degree, preferably within a business discipline
2. Driving governance meetings as part of a project or program life cycle
3. Working on strategic change / transformation initiatives or programs within a matrix environment
4. Analyzing data to identify trends and make informed decisions
5. Driving results under pressure across all levels of the organization
6. Delivering consistent and transparent communication, leveraging listening and public speaking
7. Ability to influence others towards common goals
8. Delegating with authority, holding others accountable
9. Giving clear direction where possible
10. Comfort operating with a measure of uncertainty and ambiguity
11. High quality documentation skills; highly proficient in MS Office
1. Bachelor’s degree within IT or life sciences, or a minimum of 5 pharmaceutical industry experience with a minimum of 3-5 years of delivery experience, or CRF Bracket experience of a minimum of 3 years.
2. Industry standard project or program management qualification (eg Prince 2, MSP)
1. Development of and adherence to program standards
2. Ability to articulate the software development life cycle and the specification of software products
About CRF Health
Global Leader in eCOA Solutions for Clinical Trials
CRF Health is a global leader in eCOA (electronic Clinical Outcome Assessments) solutions for the life sciences industry. eCOA encompasses PROs (Patient Reported Outcomes), ObsROs (Observer Reported Outcomes) and ClinROs (Clinician or Rater Reported Outcomes) with outstanding project management focused on delivering value for our customers. Committed to driving the change to higher quality outcomes and more efficient paper-free clinical trials through improved patient engagement, our intuitive and patient-focused eCOA technology helps companies bring new medicines to market quickly, safely and more cost-effectively. Our complete eCOA solutions are ideal for home and site-based phase I-IV clinical trials across the world for many therapeutic areas and patient populations. More information to be found on our website.