Job Summary

Job Summary : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3\'s right hand for everything related to the work itself — finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear. 2. Primary Responsibilities • Workstream lifecycle ownership — from kickoff to SLA completion • Blocker identification and resolution (materials, access, upstream dependencies, data issues) • EDP validation — confirm scope, size, and data accuracy before work begins • Workstream status monitoring — track progress against SLA timeline daily • Kickoff preparation — gather all information L3 needs before work starts • Material and equipment tracking — confirm availability, flag shortages early • Cross-team dependency management — chase upstream vendors, coordinate handoffs • Signal to L3 when something is wrong — proactive, not reactive • NeXT data integrity — ensure workstream records are accurate and up to date • SLA clock awareness — know exactly where every workstream sits against its deadline 3. Daily Cadence • Morning: Review all active workstreams — identify any at SLA risk • Morning: Check for new blockers (materials, access, upstream dependencies) • Morning: Brief L3 on workstream status — what needs attention, what\'s clear to proceed • Throughout day: Investigate issues L3 flags (\"check this workstream\" → they dig in) • Throughout day: Chase resolutions — materials, upstream vendors, system access, Meta contacts • Throughout day: Update workstream status in NeXT as information changes • End of day: Confirm SLA status — which workstreams are on track, at risk, or blocked • End of day: Document blockers that remain unresolved — escalate if needed 4. Weekly Cadence • Weekly workstream health review — full pipeline status across all assigned sites • Kickoff preparation for upcoming workstreams (next week\'s starts) • Coordination with other Delivery Project Managers — cross-site dependencies, shared resources • Attend SDM weekly sync (workstream health reporting) • SLA risk report — which workstreams are trending toward miss, recovery plan • Sync with OM on workstream blockers that require governance decisions • Review upcoming pipeline — what\'s 2-3 weeks out, early preparation needed? 5. Monthly Cadence • Monthly SLA performance analysis — which workstreams missed and why (root cause) • Blocker pattern analysis — recurring issues that need process/system fixes • Participate in MOR preparation — workstream-level data and commentary • Process improvement proposals — what slowed execution this month, how to fix it • Forecast review — upcoming workstream volume, complexity, resource implications • EDP integrity review — data quality trends, scope creep patterns

Key Responsibilities

Key Sourcing Information : NA

Skill Requirements

Skill Requirement : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3\'s right hand for everything related to the work itself — finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear. 2. Primary Responsibilities • Workstream lifecycle ownership — from kickoff to SLA completion • Blocker identification and resolution (materials, access, upstream dependencies, data issues) • EDP validation — confirm scope, size, and data accuracy before work begins • Workstream status monitoring — track progress against SLA timeline daily • Kickoff preparation — gather all information L3 needs before work starts • Material and equipment tracking — confirm availability, flag shortages early • Cross-team dependency management — chase upstream vendors, coordinate handoffs • Signal to L3 when something is wrong — proactive, not reactive • NeXT data integrity — ensure workstream records are accurate and up to date • SLA clock awareness — know exactly where every workstream sits against its deadline 3. Daily Cadence • Morning: Review all active workstreams — identify any at SLA risk • Morning: Check for new blockers (materials, access, upstream dependencies) • Morning: Brief L3 on workstream status — what needs attention, what\'s clear to proceed • Throughout day: Investigate issues L3 flags (\"check this workstream\" → they dig in) • Throughout day: Chase resolutions — materials, upstream vendors, system access, Meta contacts • Throughout day: Update workstream status in NeXT as information changes • End of day: Confirm SLA status — which workstreams are on track, at risk, or blocked • End of day: Document blockers that remain unresolved — escalate if needed 4. Weekly Cadence • Weekly workstream health review — full pipeline status across all assigned sites • Kickoff preparation for upcoming workstreams (next week\'s starts) • Coordination with other Delivery Project Managers — cross-site dependencies, shared resources • Attend SDM weekly sync (workstream health reporting) • SLA risk report — which workstreams are trending toward miss, recovery plan • Sync with OM on workstream blockers that require governance decisions • Review upcoming pipeline — what\'s 2-3 weeks out, early preparation needed? 5. Monthly Cadence • Monthly SLA performance analysis — which workstreams missed and why (root cause) • Blocker pattern analysis — recurring issues that need process/system fixes • Participate in MOR preparation — workstream-level data and commentary • Process improvement proposals — what slowed execution this month, how to fix it • Forecast review — upcoming workstream volume, complexity, resource implications • EDP integrity review — data quality trends, scope creep patterns

Other Requirements

Other Requirement : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3\'s right hand for everything related to the work itself — finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear. 2. Primary Responsibilities • Workstream lifecycle ownership — from kickoff to SLA completion • Blocker identification and resolution (materials, access, upstream dependencies, data issues) • EDP validation — confirm scope, size, and data accuracy before work begins • Workstream status monitoring — track progress against SLA timeline daily • Kickoff preparation — gather all information L3 needs before work starts • Material and equipment tracking — confirm availability, flag shortages early • Cross-team dependency management — chase upstream vendors, coordinate handoffs • Signal to L3 when something is wrong — proactive, not reactive • NeXT data integrity — ensure workstream records are accurate and up to date • SLA clock awareness — know exactly where every workstream sits against its deadline 3. Daily Cadence • Morning: Review all active workstreams — identify any at SLA risk • Morning: Check for new blockers (materials, access, upstream dependencies) • Morning: Brief L3 on workstream status — what needs attention, what\'s clear to proceed • Throughout day: Investigate issues L3 flags (\"check this workstream\" → they dig in) • Throughout day: Chase resolutions — materials, upstream vendors, system access, Meta contacts • Throughout day: Update workstream status in NeXT as information changes • End of day: Confirm SLA status — which workstreams are on track, at risk, or blocked • End of day: Document blockers that remain unresolved — escalate if needed 4. Weekly Cadence • Weekly workstream health review — full pipeline status across all assigned sites • Kickoff preparation for upcoming workstreams (next week\'s starts) • Coordination with other Delivery Project Managers — cross-site dependencies, shared resources • Attend SDM weekly sync (workstream health reporting) • SLA risk report — which workstreams are trending toward miss, recovery plan • Sync with OM on workstream blockers that require governance decisions • Review upcoming pipeline — what\'s 2-3 weeks out, early preparation needed? 5. Monthly Cadence • Monthly SLA performance analysis — which workstreams missed and why (root cause) • Blocker pattern analysis — recurring issues that need process/system fixes • Participate in MOR preparation — workstream-level data and commentary • Process improvement proposals — what slowed execution this month, how to fix it • Forecast review — upcoming workstream volume, complexity, resource implications • EDP integrity review — data quality trends, scope creep patterns