The Senior Project Manager is accountable for the coordinated, contract-level delivery of Hart solutions from signed agreement through client acceptance, operational handoff, and retrospective. This role converts contractual commitments into an executable delivery plan, assigns projects and work to Implementation Engineers, balances team capacity and skills, and drives timely completion of milestones, quality gates, documentation, and client obligations.

The Senior Project Manager is a hands-on delivery leader working hand-in-hand with the Implementation Engineering Team and Customer Success Manager to manage complex healthcare data engagements while strengthening repeatability across the portfolio. Success is measured by predictable delivery, revenue realization, scope and margin protection, client confidence, technical quality, and complete closure—not simply by task activity or a technical solution running once.

Primary Outcomes

• Contracted solutions are delivered accurately, predictably, efficiently, and in accordance with the executed MSA and SOW.
• Each contract has one integrated delivery plan, even when the engagement includes multiple solutions, facilities, source systems, or workstreams.
• Implementation Engineering work is assigned according to scope, priority, skill, dependencies, and available capacity, with clear acceptance criteria and due dates.
• Risks, blockers, decisions, dependencies, and changes are visible early and driven to resolution through the defined escalation path.
• Required delivery assets, client approvals, validation evidence, handoff materials, and retrospective outputs are complete and stored in the system of record.
• Contract completion and go-live milestones support timely revenue recognition while protecting quality, security, scope, and Hart’s business interests.

Key Responsibilities

1. Contract Intake and Delivery Mobilization

• Lead the internal turnover from Sales and confirm that the signed contract package, discovery outputs, commitments, assumptions, exclusions, target dates, and client responsibilities are complete and understood.
• Translate the contract into a contract-level scope baseline, delivery hierarchy, milestones, dependencies, acceptance criteria, Definition of Done, and integrated project plan.
• Identify gaps or conflicts before kickoff and coordinate resolution with Sales, Delivery leadership, technical leads, and other stakeholders.
• Establish project governance, communication cadence, decision paths, repositories, and internal and client kickoff readiness.

2. Planning, Capacity, and Engineering Assignment

• Own the assignment of projects, work packages, and tasks to Implementation Engineers, in coordination with Delivery leadership and technical leads when specialized expertise or competing priorities require alignment.
• Match assignments to technical competency, product experience, source and target systems, delivery risk, workload, sequencing, and development needs.
• Define each engineering assignment with sufficient context: contracted scope, expected output, dependencies, priority, due date, documentation requirements, quality gate, and acceptance criteria.
• Maintain current visibility into engineering capacity and demand; identify overload, underutilization, skill gaps, or schedule conflicts and recommend rebalancing or sequencing decisions.
• Monitor task aging, blocked work, handoffs, and completion evidence. Reassign work when necessary to protect commitments, while documenting the decision and ensuring continuity.
• The Senior PM assigns and prioritizes delivery work but does not unilaterally approve custom code, bypass platform standards, make disciplinary decisions, or commit Hart to uncontracted scope.

3. End-to-End Project Governance

• Lead project kickoff, recurring status meetings, milestone reviews, executive updates, decision reviews, and closure activities.
• Maintain the authoritative project plan and current status of scope, schedule, milestones, resources, dependencies, risks, issues, decisions, actions, and client obligations.
• Coordinate Hart, client, vendor, reseller, and partner resources so the right participants are engaged at the right time.
• Hold owners accountable for commitments, document decisions, and provide stakeholders with clear, proactive, audience-appropriate communication.

4. Scope, Change, Risk, and Escalation Control

• Protect the approved scope baseline and prevent undocumented work from entering delivery.
• Assess requested changes for delivery, resource, cost, schedule, technical, security, and client impacts; initiate formal change control when required.
• Maintain active risk, issue, dependency, and decision records with owners, due dates, mitigation plans, and escalation status.
• Escalate threats before they become client problems, including stalled client dependencies, resource constraints, quality concerns, security risks, platform limitations, or material financial impact.
• Partner with Delivery leadership on material remediation or scope decisions and follow Hart approval thresholds, including executive approval when applicable.

5. Technical Quality and Platform Compliance

• Ensure technical work progresses through defined readiness and quality gates, including requirements, connectivity, extraction, mapping, transformation, testing, reconciliation, validation, go-live, and handoff as applicable.
• Confirm that engineers use Hart’s platform and approved delivery patterns as intended; route missing capabilities or enhancement needs through the formal feature-request process.
• Require consultation with Platform Engineering before custom code, off-platform scripts, manual bypasses, or nonstandard approaches are implemented.
• Verify that technical acceptance evidence and client sign-offs are complete; the PM governs the gate while the appropriate technical owner validates technical quality.

6. Documentation, Handoff, and Closure

• Maintain an organized, current central project repository that provides real-time visibility without ad hoc reconstruction.
• Ensure project plans, scope records, technical specifications, mappings, validation results, runbooks, decisions, approvals, change records, and closure materials remain current throughout delivery.
• Lead operational/support handoff and confirm ownership, support expectations, known issues, monitoring, documentation, and customer communication are ready.
• Confirm contract-level Definition of Done, applicable solution go-live status, final acceptance, financial/administrative closure, and transition to Customer Success or Support.
• Facilitate a mandatory retrospective, assign improvement actions, and store lessons learned for reuse across the Delivery organization.

7. Senior-Level Leadership and Continuous Improvement

• Manage a portfolio of complex, concurrent healthcare data engagements and provide concise portfolio-level visibility to Delivery leadership.
• Coach project managers and engineers in planning discipline, communication, documentation, risk management, and closure expectations.
• Identify recurring delivery friction, defects, capacity constraints, and process variation; recommend standards, templates, automation, or operating changes.
• Model accountability, calm escalation, constructive challenge, and client advocacy while protecting Hart’s scope, quality, security, and commercial interests.