Description MaineHealth Corporate
Professional - Nonclinical
Req #: 99078
Summary:
The Project Management Office (PMO) Portfolio Manager is responsible for reviewing all project requests and determining acceptance status, resourcing, and timing of all projects. This role owns the creation and maintenance of project tracking functionality, communication, and presentation. The Portfolio Manager oversees the overall coordination of centrally supported projects, ensuring strategic alignment, evaluating project support needs, and developing project timelines.
Required Minimum Knowledge, Skills, and Abilities (KSAs)
- Education: Bachelor's degree in Business Administration, Healthcare Administration, Data Analysis or related field required; Master's Degree preferred
- License/Certifications: Project Management Professional certification (PMP) within 1 year from start date, Six Sigma Certification required within 1 year from start date.
- Experience: Five years' project management experience required. Three years' data analytics experience preferred.
- Additional Skills/Requirements Required: Excellent communication, leadership, and stakeholder management skills.
- Additional Skills/Requirements Preferred: Proficiency in project management tools
Additional Information The pay range for this position is $83,324.80 to $112,736.00 per year.
Compensation for part-time positions is determined on a prorated basis consistent with the scheduled hours and applicable full-time equivalent (FTE).
In addition to base pay, MaineHealth offers comprehensive benefits, recognition programs, career growth opportunities, and, where applicable, shift differentials or other incentives.
If you have questions about this role, please contact [email protected]
Hiring Scam Alert MaineHealth will never request financial information during the interview or pre-hiring process. All legitimate communications will come from an email address ending in @mainehealth.org. If you suspect fraudulent activity, please report it immediately to [email protected] .
