Project Manager 1

Neumo Holdings LLC•Fort Wayne, IN

6d•Hybrid

About The Position

The Project Manager plans and delivers Neumo’s internal projects — the cross-functional work that improves how the company runs rather than what it delivers to customers. The role deliberately mirrors the customer-facing PMO. It applies the same project management methodology, the same stage gates and artifacts, the same tooling standard and the same reporting discipline that Neumo uses on customer engagements so that an internal project is run with the same rigor as a customer project, and so that project managers can move between the two without relearning the craft. What differs is the customer: internal sponsors and process owners rather than external clients, and adoption inside Neumo rather than a contractual go-live.

Requirements

Working command of project management fundamentals — scope, schedule, dependency and risk management, and change control.
Proficiency with an enterprise project management or work management platform, and the discipline to keep records current.
Clear written status reporting that distinguishes progress, risk and ask.
Ability to lead teams and hold commitments without formal authority over the people doing the work.
Stakeholder management across technical and non-technical audiences.
Working knowledge of enterprise business systems and how changes to them are governed.
Bachelor’s degree in Business, Information Systems, Operations, or a related field, or an equivalent combination of education and experience; 0–2 years of project coordination or project management experience.
Demonstrated delivery of projects involving enterprise business systems.
An equivalent combination of education and experience may be considered.

Nice To Haves

PMP, CAPM, PRINCE2, or equivalent project management certification; Agile or Scrum certification where relevant.
Change management credential such as Prosci.
Experience working alongside or within a customer-facing PMO or professional services organization.
Experience in SaaS, GovTech, or technology-enabled services organizations.
Exposure to Salesforce, ERP platforms, iPaaS tooling, and enterprise work management platforms.

Responsibilities

Plan and deliver internal projects end to end — scope, schedule, resourcing, dependencies, risks, issues and change control — using the enterprise project management methodology.
Run projects through the same stage gates and artifacts the customer PMO uses: charter, plan, status reporting, risk and issue log, decision log, and closeout with lessons learned.
Manage cross-functional dependencies across departments and sequence work so that competing initiatives do not collide on the same people or systems.
Escalate schedule, scope and resourcing risks early, with options and a recommendation rather than a problem statement.
Operate the intake process for internal initiative requests — capture, qualify, size and route each request to the right owner.
Support prioritization and sequencing decisions with effort estimates, dependency analysis and resourcing impact, so leadership arbitrates competing demand with facts.
Maintain the internal initiative portfolio view — what is in flight, what is queued, what it will take to land — and report status on a defined cadence.
Apply the same project management standard as the customer-facing PMO: shared templates, milestone definitions, status taxonomy, risk scoring and reporting formats.
Use the enterprise project management toolset per the approved tooling standard, keeping internal project records complete enough to report alongside customer delivery.
Partner with the customer PMO to keep methodology, templates and terminology aligned as either side evolves, so the company has one project management practice rather than two.
Contribute internal lessons learned back into the shared methodology.
Work with department sponsors and process owners to define outcomes, success measures and acceptance criteria before work starts.
Plan and execute the change management side of internal delivery — stakeholder communication, training, documentation and cutover — because internal projects succeed on adoption, not just on release.
Confirm benefits realization after delivery: measure the outcome the project promised and report whether it was achieved.
Coordinate with the Enterprise Integration Lead and Business Systems Administration on projects that touch enterprise systems, respecting established change-management and access standards.
Leads enterprise-wide programs spanning multiple departments and systems, with broad discretion and minimal supervision.
Owns internal project management standards, templates and governance, and keeps them aligned with the customer PMO.
Advises executive sponsors on feasibility, sequencing and resourcing, and mentors junior project managers.
Define and improve internal project management standards, templates and governance (Level III).
Mentor junior project managers and coach department sponsors on project practice (Level III).
Performs other related duties as assigned.