Technical Project Manager II

Position Summary

The Technical Project Manager II (TPM II) is responsible for driving delivery of technical initiatives across the CIO organization, with a focus on cross-team coordination involving leveraged/matrixed teams (Cloud Services, Cybersecurity, Data Engineering) and product-oriented delivery teams. This role serves as the PPMO's technical liaison for initiative sequencing, dependency management, and leveraged team queue coordination — translating priority rankings into realistic delivery plans grounded in technical understanding.

This is a hands-on delivery role that requires both project management rigor and enough technical depth to credibly engage with engineering leads on feasibility, sequencing, and risk.

Reports To

PPMO Lead (Program Manager or Director, depending on org structure)

Key Responsibilities

Technical Initiative Delivery

• Own delivery coordination for 3–6 concurrent Strategic Initiatives or Operational Projects, primarily those involving platform, infrastructure, or product engineering work
• Drive initiatives from intake through delivery: facilitate kickoffs, define milestones, manage risks, remove blockers, and ensure status is reflected accurately on initiative cards
• Work directly with engineering leads to translate business requirements into delivery plans with realistic timelines
• Manage technical dependencies across delivery teams and leveraged teams — proactively surface conflicts before they become blockers

Leveraged Team Queue Coordination

• Serve as the PPMO's primary technical point of contact for leveraged team sequencing decisions
• Propose allocation queue ordering based on technical dependencies, initiative priority, and leveraged team capacity — for Program Manager/CIO approval
• When two initiatives of equal priority compete for the same leveraged team, assess technical sequencing options and present trade-offs to leadership
• Maintain working relationships with leveraged team leads (Cloud Services, Cybersecurity, Data Engineering) to ensure capacity commitments are realistic and blockers are escalated early

Cross-Team Dependency Management

• Own the "Depends On" dependency map across the initiative portfolio — ensure it stays current and flag multi-layer dependency chains
• When dependency conflicts surface (Initiative A blocked by lower-priority Initiative B), prepare resolution options for the Monthly Leadership Review
• If active initiative dependency coverage exceeds 30%, produce a visual dependency map in Lucid Spark for leadership review

Technical Risk & Feasibility Assessment

• During intake triage, provide technical feasibility input for new requests — validate t-shirt sizing for technical initiatives
• Assess technical risk for in-flight initiatives and reflect in status narratives and escalation recommendations
• Identify architectural or infrastructure dependencies that may not be visible at the initiative level but could impact delivery timelines

Governance Participation

• Update initiative cards for owned initiatives by the last sprint/cycle boundary before the 25th
• Contribute to the Monthly Portfolio Status Report — specifically the dependency conflict, leveraged team queue, and technical risk sections
• Participate in Monthly Leadership Reviews to provide technical context for prioritization and sequencing decisions
• Support Quarterly Strategic Alignment with technical capacity and roadmap input

Required Qualifications

• 5–8 years of experience in technical project management, program management, or delivery management in a technology organization
• Demonstrated experience managing cross-team technical initiatives involving infrastructure, platform, or product engineering work
• Strong understanding of software development lifecycles, cloud infrastructure, CI/CD pipelines, and enterprise systems architecture — enough to credibly engage with engineering leads, not necessarily to write code
• Experience managing shared/matrixed resources across multiple concurrent initiatives
• Proficiency with Microsoft Office 365 (SharePoint, Teams, PowerPoint, Power BI)
• Strong communication skills — can translate technical complexity into clear status, risk, and trade-off narratives for non-technical leadership

Preferred Qualifications

• Experience in organizations with matrixed or leveraged team structures (shared services, platform teams, enabling teams)
• Familiarity with agile delivery frameworks (Scrum, Kanban, SAFe) at the team and portfolio level
• Experience with Coda, Lucid Spark, Jira, Azure DevOps, or similar project/portfolio management tools
• Exposure to cybersecurity, cloud migration, or data engineering initiative delivery
• PMP, PMI-ACP, SAFe SPC, or equivalent certification (not required but valued)
• Experience with AI/ML or emerging technology initiatives (relevant as AI/ML and Labs teams come online)

Key Competencies

• Technical fluency — doesn't need to be an engineer, but must be credible in technical conversations and able to assess feasibility independently
• Dependency thinking — naturally sees how work connects across teams and anticipates downstream impacts
• Facilitative leadership — drives outcomes through influence and coordination, not authority
• Comfortable with conflict — can push back on unrealistic timelines or scope without damaging relationships
• Bias toward making work visible — surfaces problems early, doesn't hide risk in status narratives

How This Role Differs from the Existing TPM

The existing Technical Project Manager likely covers platform engineering and infrastructure-heavy initiatives. The TPM II extends PPMO coverage to product engineering delivery and — critically — takes ownership of the leveraged team queue coordination function. This is the role that ensures the allocation queue isn't just a list on a board, but a technically grounded sequencing plan that leadership can trust.