SME - Program & Project Management

HCL Technologies Limited; Colorado; On-site; USD 110,000 - 140,000; Full time

Benefits offered by this job

Medical

Dental

Vision

Pharmacy

Life insurance

AD&D

Job summary

HCL Technologies Limited is seeking a Delivery Project Manager to own the health and progress of active workstreams, ensuring L3 Tech Leads stay focused. You will coordinate kickoff activities, monitor blockers, and verify data integrity, guiding workstreams from start to finish.

The role emphasizes proactive blocker resolution, daily SLA tracking, and cross-team collaboration across sites, with a focus on maintaining momentum and clarity for L3 leads.

Responsibilities

• Workstream lifecycle ownership - kickoff to SLA completion
• Blocker identification and resolution (materials, access, dependencies)
• EDP validation - confirm scope, size, and data accuracy
• Workstream status monitoring - track progress against SLA timelines
• Kickoff preparation - gather necessary information before start
• Material and equipment tracking - confirm availability
• Cross-team dependency management - chase upstream vendors and handoffs
• Signal to L3 when something is wrong - proactive communication
• NeXT data integrity - keep workstream records accurate
• SLA clock awareness - monitor deadlines across all workstreams
• Morning reviews and SLA risk checks
• Chase and document blocker resolutions throughout the day
• Update workstream status in NeXT as information changes
• End-of-day SLA status review and blockers documentation
• Weekly health reviews and cross-site coordination
• Forecast upcoming workstreams and resource needs
• MOR preparation and governance-related insights
• Process improvement proposals based on monthly reviews

Job description

Job Summary : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3's right hand for everything related to the work itself - finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear.

2. Primary Responsibilities

• Workstream lifecycle ownership - from kickoff to SLA completion
• Blocker identification and resolution (materials, access, upstream dependencies, data issues)
• EDP validation - confirm scope, size, and data accuracy before work begins
• Workstream status monitoring - track progress against SLA timeline daily
• Kickoff preparation - gather all information L3 needs before work starts
• Material and equipment tracking - confirm availability, flag shortages early
• Cross-team dependency management - chase upstream vendors, coordinate handoffs
• Signal to L3 when something is wrong - proactive, not reactive
• NeXT data integrity - ensure workstream records are accurate and up to date
• SLA clock awareness - know exactly where every workstream sits against its deadline

3. Daily Cadence

• Morning: Review all active workstreams - identify any at SLA risk
• Morning: Check for new blockers (materials, access, upstream dependencies)
• Morning: Brief L3 on workstream status - what needs attention, what's clear to proceed
• Throughout day: Investigate issues L3 flags (\"check this workstream\" -> they dig in)
• Throughout day: Chase resolutions - materials, upstream vendors, system access, Meta contacts
• Throughout day: Update workstream status in NeXT as information changes
• End of day: Confirm SLA status - which workstreams are on track, at risk, or blocked
• End of day: Document blockers that remain unresolved - elevate if needed

4. Weekly Cadence

• Weekly workstream health review - full pipeline status across all assigned sites
• Kickoff preparation for upcoming workstreams (next week's starts)
• Coordination with other Delivery Project Managers - cross-site dependencies, shared resources
• Attend SDM weekly sync (workstream health reporting)
• SLA risk report - which workstreams are trending toward miss, recovery plan
• Sync with OM on workstream blockers that require governance decisions
• Review upcoming pipeline - what's 2-3 weeks out, early preparation needed?

5. Monthly Cadence

• Monthly SLA performance analysis - which workstreams missed and why (root cause)
• Blocker pattern analysis - recurring issues that need process/system fixes
• Participate in MOR preparation - workstream-level data and commentary
• Process improvement proposals - what slowed execution this month, how to fix it
• Forecast review - upcoming workstream volume, complexity, resource implications
• EDP integrity review - data quality trends, scope creep patterns

Key Responsibilities

Key Sourcing Information : NA

Skill Requirements

Job Summary : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3's right hand for everything related to the work itself - finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear.

2. Primary Responsibilities

• Workstream lifecycle ownership - from kickoff to SLA completion
• Blocker identification and resolution (materials, access, upstream dependencies, data issues)
• EDP validation - confirm scope, size, and data accuracy before work begins
• Workstream status monitoring - track progress against SLA timeline daily
• Kickoff preparation - gather all information L3 needs before work starts
• Material and equipment tracking - confirm availability, flag shortages early
• Cross-team dependency management - chase upstream vendors, coordinate handoffs
• Signal to L3 when something is wrong - proactive, not reactive
• NeXT data integrity - ensure workstream records are accurate and up to date
• SLA clock awareness - know exactly where every workstream sits against its deadline

3. Daily Cadence

• Morning: Review all active workstreams - identify any at SLA risk
• Morning: Check for new blockers (materials, access, upstream dependencies)
• Morning: Brief L3 on workstream status - what needs attention, what's clear to proceed
• Throughout day: Investigate issues L3 flags (\"check this workstream\" -> they dig in)
• Throughout day: Chase resolutions - materials, upstream vendors, system access, Meta contacts
• Throughout day: Update workstream status in NeXT as information changes
• End of day: Confirm SLA status - which workstreams are on track, at risk, or blocked
• End of day: Document blockers that remain unresolved - elevate if needed

4. Weekly Cadence

• Weekly workstream health review - full pipeline status across all assigned sites
• Kickoff preparation for upcoming workstreams (next week's starts)
• Coordination with other Delivery Project Managers - cross-site dependencies, shared resources
• Attend SDM weekly sync (workstream health reporting)
• SLA risk report - which workstreams are trending toward miss, recovery plan
• Sync with OM on workstream blockers that require governance decisions
• Review upcoming pipeline - what's 2-3 weeks out, early preparation needed?

5. Monthly Cadence

• Monthly SLA performance analysis - which workstreams missed and why (root cause)
• Blocker pattern analysis - recurring issues that need process/system fixes
• Participate in MOR preparation - workstream-level data and commentary
• Process improvement proposals - what slowed execution this month, how to fix it
• Forecast review - upcoming workstream volume, complexity, resource implications
• EDP integrity review - data quality trends, scope creep patterns

Other Requirements

Job Summary : The Delivery Project Manager exists to own the health and progress of active workstreams so that L3 Tech Leads never get pulled off the floor. They are the L3's right hand for everything related to the work itself - finding materials, validating EDP data, checking workstream status, flagging issues, and resolving blockers before they stall execution. They own the workstream lifecycle from kickoff through completion. If the L3 is the foreman, the Delivery Project Manager is the project coordinator who keeps the path clear.

2. Primary Responsibilities

• Workstream lifecycle ownership - from kickoff to SLA completion
• Blocker identification and resolution (materials, access, upstream dependencies, data issues)
• EDP validation - confirm scope, size, and data accuracy before work begins
• Workstream status monitoring - track progress against SLA timeline daily
• Kickoff preparation - gather all information L3 needs before work starts
• Material and equipment tracking - confirm availability, flag shortages early
• Cross-team dependency management - chase upstream vendors, coordinate handoffs
• Signal to L3 when something is wrong - proactive, not reactive
• NeXT data integrity - ensure workstream records are accurate and up to date
• SLA clock awareness - know exactly where every workstream sits against its deadline

3. Daily Cadence

• Morning: Review all active workstreams - identify any at SLA risk
• Morning: Check for new blockers (materials, access, upstream dependencies)
• Morning: Brief L3 on workstream status - what needs attention, what's clear to proceed
• Throughout day: Investigate issues L3 flags (\"check this workstream\" -> they dig in)
• Throughout day: Chase resolutions - materials, upstream vendors, system access, Meta contacts
• Throughout day: Update workstream status in NeXT as information changes
• End of day: Confirm SLA status - which workstreams are on track, at risk, or blocked
• End of day: Document blockers that remain unresolved - elevate if needed

4. Weekly Cadence

• Weekly workstream health review - full pipeline status across all assigned sites
• Kickoff preparation for upcoming workstreams (next week's starts)
• Coordination with other Delivery Project Managers - cross-site dependencies, shared resources
• Attend SDM weekly sync (workstream health reporting)
• SLA risk report - which workstreams are trending toward miss, recovery plan
• Sync with OM on workstream blockers that require governance decisions
• Review upcoming pipeline - what's 2-3 weeks out, early preparation needed?

5. Monthly Cadence

• Monthly SLA performance analysis - which workstreams missed and why (root cause)
• Blocker pattern analysis - recurring issues that need process/system fixes
• Participate in MOR preparation - workstream-level data and commentary
• Process improvement proposals - what slowed execution this month, how to fix it
• Forecast review - upcoming workstream volume, complexity, resource implications
• EDP integrity review - data quality trends, scope creep patterns

At HCLTech, you'll supercharge your potential. You'll find your career. And you'll find your spark. All at a place that knows that helping its customers stay on top starts by putting its people first.

HCLTech is a global technology company, home to more than 223,000 people across 60 countries, delivering industry-leading capabilities centered around digital, engineering, cloud and AI, powered by a broad portfolio of technology services and products. We work with clients across all major verticals, providing industry solutions for Financial Services, Manufacturing, Life Sciences and Healthcare, Technology and Services, Telecom and Media, Retail and CPG, and Public Services. Consolidated revenues as of 12 months ending June 2026totaled $14.8billion.

Compensation and Benefits

A candidate’s pay within the range will depend on their skills, experience, education, and other factors permitted by law. This role may also be eligible for performance-based bonuses subject to company policies.

• medical
• dental
• vision
• pharmacy
• life
• accidental death & dismemberment
• disability insurance
• employee assistance program
• 401(k) retirement plan
• 10 days of paid time off per year (some positions are eligible for need-based leave with no designated number of leave days per year)
• 10 paid holidays per year