PMO Manager

Job Summary

Morris Technology Solutions is seeking a PMO Manager to establish and run the Project Management Office for a healthcare revenue cycle management organization. This role will begin as a contract position with the option to convert to a permanent position later on.

Reporting to the Vice President of Operations, this role owns how projects and initiatives are taken in, prioritized, governed, tracked, and reported across revenue cycle client engagements and internal operations. The PMO Manager sets the standards that Directors, Managers, and project owners use to run their work, and provides leadership and clients with one trusted view of the portfolio.

Several tracking instruments are in use today, including Smartsheet, a project tracker, and an open-item register. A central objective of the PMO is to consolidate these into a single source of truth and a single way of working, rather than to introduce another tool. The PMO Manager builds the office from the ground up: methodology, templates, governance cadence, and portfolio reporting, sized to a lean, operator-led firm.

Success in this role is defined not by the volume of process created, but by whether the right work is prioritized, commitments are owned and closed, risks are surfaced before dates are missed, and leaders and clients make decisions from one record of the work.

Key Responsibilities

PMO Establishment & Standards

• Define the PMO charter, operating model, and scope in partnership with the VP of Operations.
• Establish a right-sized project methodology covering project intake and chartering, planning, milestones, critical path, status reporting, RAID management, change control, and project closure.
• Build and maintain a standard toolkit of templates (charters, plans, status reports, RAID logs, closeout reports) so projects run the same way across engagements.
• Coach Directors, Managers, and project owners on the standards, and hold projects to them.
• Portfolio Governance & Tracking
• Own the intake process so that every proposed project or initiative is captured, scoped, and assessed before work begins.
• Facilitate prioritization with the VP of Operations and Directors based on client impact, financial value, risk, and capacity.
• Maintain the approved portfolio, and explicitly defer or park lower-priority work with a documented review date.
• Track dependencies and capacity across workstreams, and flag conflicts before they affect delivery.
• Own the portfolio register, ensuring every project and open item carries a single owner, current status, due date, and defined next step.
• Consolidate existing tracking instruments into one authoritative record, retire what is superseded, and ensure the remaining record is the one Directors, Managers, and client teams actually use.
• Govern a portfolio of several hundred concurrent items without reducing it to a summary.

Portfolio Reporting & Governance

• Publish the portfolio view, scorecard, and recurring reporting packs on an agreed cadence.
• Prepare and support internal leadership reviews and client steering committees, including agendas, materials, decision logs, and follow-up.
• Build reporting from the portfolio record rather than creating separate reporting.
• Maintain a change log so that any published figure or date which moves between versions carries the reason it moved.
• Ensure reporting focuses on outcomes and value delivered, milestones and dates against plan, and open risks, issues, and decisions required.
• Operate change control for scope, schedule, and priority changes, with clear decision rights.
• Escalate at-risk projects to the VP of Operations and Directors early, with recommended options.
• Hold dates and commitments with senior internal and client stakeholders.

Initiative Leadership

• Directly lead or oversee priority initiatives, including system implementations, clearinghouse and platform migrations, and vendor transitions.
• Judge whether a deliverable is genuinely complete and whether a recovery date is credible.
• Support Directors and Managers who own projects with planning, risk management, and status routines.
• Conduct project closeout and post-implementation reviews to confirm outcomes were achieved and lessons are captured.
• Bring structure and discipline without bureaucracy; scale governance to the size and risk of the work.
• Influence Directors, Managers, vendors, and clients without direct authority, reducing reporting and tracking burden rather than adding to it.

Required Qualifications

• 7+ years in project or program management, including 2+ years establishing, leading, or improving a PMO or portfolio function, within a delivery, consulting, or professional services environment.
• Demonstrated experience designing project governance, intake, prioritization, and reporting standards.
• Experience governing a portfolio of several hundred concurrent items without reducing it to a summary.
• Demonstrated ability to hold dates and commitments with senior internal and client stakeholders.
• Strong written communication, executive reporting, and facilitation skills.

Preferred Qualifications

• Healthcare revenue cycle experience, particularly in hospital or health system settings, including critical access or rural hospitals.
• Smartsheet or an equivalent work management platform, including building portfolio dashboards.
• Experience leading system implementations or vendor transitions.
• Formal project or program management credential (e.g., PMP, PgMP, PfMP).