Manager RCM and PMO

JOB SUMMARY The Manager, Revenue Cycle Management (RCM) PMO & Transformation is responsible for the day-to-day delivery of assigned RCM projects. The Manager builds the work plan, runs project meetings, follows up on commitments, identifies delays, coordinates testing and training, and stays involved through launch and stabilization. This role reports to the Director, RCM PMO & Transformation.

The Manager does not simply report project status. The Manager is expected to understand the workflow being changed, ask practical questions, make ownership gaps visible, and help the team move from discussion to completed work. WHAT THIS ROLE OWNS Assigned project plan: A detailed list of work, owners, due dates, dependencies, and deliverables. Project follow-up: Clear documentation and follow-through on actions, risks, issues, and decisions.

Implementation readiness: Confirmation that requirements, testing, procedures, training, staffing, communications, and support are ready before launch. Project communication: Accurate status updates that explain what is complete, what is late, what is at risk, and what help is needed. Project closeout: Documented results, remaining work, operational ownership, and lessons learned. KEY RESPONSIBILITIES Define the work before execution starts • Meet with the sponsor and operational owner to clearly state the problem, affected teams, expected result, project boundaries, and target date.

• Break the project into specific tasks and deliverables with one accountable owner and due date for each item. • Identify dependencies such as system changes, payer requirements, vendor work, data availability, staffing, policy review, training, and operational capacity. • Document what is not included in the project so the team does not add work without an explicit decision.

Run the project and hold owners accountable • Lead working sessions with a written agenda, clear decisions, assigned follow-ups, and documented due dates. • Contact owners before deadlines when work is at risk rather than waiting for the next status meeting. • Keep action, risk, issue, and decision logs current and easy for the team to understand. • Escalate missed commitments, unclear ownership, resource conflicts, and unresolved decisions with recommended options.

• Update the project plan when approved changes affect scope, timing, cost, or resources. Translate workflow discussions into clear operating steps • Document the current workflow and the future workflow, including who performs each step, what information is needed, what system is used, and where the handoff occurs. • Identify failure points, duplicate work, missing controls, unclear queues, and exceptions that need a defined response.

• Confirm that operational leaders agree to the future workflow and understand the staffing, productivity, and service-level impact. • Coordinate with Clinical Operations, Coding, Market Access, Finance, IT, Product, Compliance, Analytics, and vendors as required by the project. Coordinate testing, launch, and stabilization • Create test scenarios that reflect common cases, complex cases, and known failure conditions.

• Track whether each requirement passed testing, document defects, assign owners, and confirm fixes were retested. • Maintain a launch checklist covering procedures, job aids, training, access, configuration, staffing, communications, reports, escalation contacts, and contingency plans. • Run go-live check-ins, track production issues, and keep support in place until the operational owner agrees the process is stable.

Measure and close the project • Work with Analytics and the business owner to document the starting metric, target, data source, and review date. • Compare post-launch results with the target and identify gaps in adoption, workflow, system performance, vendor delivery, or training. • Transfer open o