IT Project Manager

Details:

Role Summary

The Engagement Manager / Project Manager owns the plan, the cadence, and the truth of the Nutanix program. This is a hands-on delivery role, not a status-collection role: the successful candidate builds and maintains the migration wave plan, sequences application owners and change windows, drives risks and dependencies to closure, and gives both client leadership and Stefanini a single, defensible view of progress. Because the engagement begins as staff augmentation and is intended to grow into managed services, this role is also the commercial and relational front door - the person the client"s infrastructure leadership calls first.

Key Responsibilities

Planning and Migration Governance

• Build and maintain the end-to-end migration wave plan: workload grouping, application dependency sequencing, cutover windows, freeze periods, and rollback checkpoints, aligned to the client"s VMware exit timeline.
• Run the intake and readiness process for each wave - confirming assessment complete, application owner sign-off obtained, backup and DR coverage verified, and validation criteria agreed before a wave is scheduled.
• Own the RAID log (risks, assumptions, issues, dependencies), with named owners, dates, and mitigation actions reviewed at a defined cadence rather than at escalation time.
• Coordinate change management: prepare and submit change records, represent the migration at the client"s CAB, and ensure back-out plans are documented and tested.

Stakeholder Management and Communication

• Serve as the single point of coordination between client infrastructure, application, network, security, and backup teams and the Stefanini engineering pod.
• Produce a weekly status package - waves complete, VMs migrated, defects open, risks, next-window plan - and a monthly executive summary suitable for the client"s IT leadership.
• Facilitate cutover bridge calls: pre-cutover go/no-go, live coordination during the window, and post-cutover validation confirmation.
• Manage expectations proactively - surface schedule and scope pressure early with options, not after the date has slipped.

Delivery, Resource, and Commercial Management

• Coordinate day-to-day assignment of the migration, support, and automation engineers; manage utilization, coverage for on-call and maintenance windows, and PTO/handoff planning.
• Track engagement financials appropriate to a staff augmentation model: hours, timesheet accuracy, burn against approved allocation, and change-order triggers when the client requests work outside agreed scope.
• Enforce quality gates - no wave is declared complete without validation evidence, updated documentation, and application owner acceptance.
• Own onboarding and offboarding of Stefanini resources: access provisioning, client training compliance, knowledge transfer, and clean exit documentation.

Transition to Managed Services

• Capture operational data during migration - ticket volumes, incident patterns, effort per workload type, recurring failure modes - that informs the managed services scope, SLA design, and pricing model.
• Drive the hypercare exit criteria and the handover from project delivery into steady-state support, including runbook completeness and support model definition.
• Identify and qualify expansion opportunities - additional clusters, DR, backup modernization, automation, platform managed services - and route them to the Stefanini account team with sufficient technical detail to shape a proposal.