Project Manager, IT Program and Project Management

Cardinal Health•OH-Ohio-Work from Home, OH

1d•$80,900 - $127,050

About The Position

Transformation enables the organization to drive complex and transformational programs through disciplined project/program management and change management strategies. IT Program & Project Management applies Information Technology knowledge and experience to plan, organize, and control resources, procedures, and timing for complex projects within the Information Technology function. This family organizes project teams, establishes project schedules and individual responsibilities, and determines resource requirements. This job family manages project budgets and reports on the status of project cost, timing and staffing. IT Program & Project Management also ensures adherence to internal external quality standards and integrates vendor tasks and deliverables into project plans.

Requirements

4 to 7 years of project management experience, with a track record in infrastructure, IT operations, or technical environments preferred
Bachelor's degree in Computer Science, Information Systems, or related field preferred
Solid grasp of infrastructure concepts: networking, servers, cloud platforms, data centers, security basics preferred
Experience with project methodologies preferred
Comfort with PPM tools preferred
Strong communication skills and the ability to keep a room of engineers and executives aligned preferred
A knack for staying calm when the migration doesn’t go exactly to plan preferred
PMP, CAPM, or similar certification preferred
Experience with ITIL or change management frameworks preferred
A genuine curiosity about how systems work, not just how projects run preferred

Responsibilities

End to end delivery of infrastructure focused projects: think data center migrations, network upgrades, cloud transitions, security enhancements, AI initiatives, and everything in between
Building and maintaining project plans, schedules, and budgets that actually reflect reality
Translating between engineers who live in the weeds and stakeholders who just want to know “when will this be done”
Risk and dependency tracking before they become 2am incidents
Vendor and cross functional team coordination
Own project status reporting, keeping it clear, current, and useful (not just a red/yellow/green exercise)
Lead steering committee meetings and other key touchpoints, keeping leadership informed and decisions moving
Manage stakeholders across technical and business teams, building trust in both directions
Serve as the communication hub for your projects, translating updates, risks, and decisions for the right audience at the right altitude