Manager, Project and Change Management

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Driven by a mission to expand access to higher education through online, competency-based degree programs, WGU is also committed to being a great place to work for a diverse workforce of student-focused professionals. The university has pioneered a new way to learn in the 21st century, one that has received praise from academic, industry, government, and media leaders. Whatever your role, working for WGU gives you a part to play in helping students graduate, creating a better tomorrow for themselves and their families.

The salary range for this position takes into account the wide range of factors that are considered in making compensation decisions including but not limited to skill sets; experience and training; licensure and certifications; and other business and organizational needs.

At WGU, it is not typical for an individual to be hired at or near the top of the range for their position, and compensation decisions are dependent on the facts and circumstances of each case. A reasonable estimate of the current range is:
 

Grade: Management_Executive 609

Pay Range: $113,200.00 - $203,800.00

Job Description

Job Profile Summary

The Manager of Project Management leads a team of project managers while also actively practicing project and change management. This role is intentionally designed as a lead‑while‑doing position: the manager models excellent project management, change leadership, and stakeholder engagement while developing a high‑trust, high‑accountability team culture. This leader reports to the Senior Vice President in the School of Business and partners closely with senior leadership, academic stakeholders, and cross‑functional teams to ensure that initiatives are clear, ready, well‑communicated, and aligned before change enters or exits the school.

This role balances people leadership, hands‑on project and change execution, and strategic influence in a highly matrixed environment.

Lead the Team and the Work

• Leads, coaches, and develops a team of project managers while also directly managing complex, high‑impact projects and change initiatives.
• Models strong project management practices by actively participating in project initiation, planning, execution, monitoring, risk management, and closure.
• Establishes a culture of trust, motivation, accountability, and care where team members feel supported, challenged, and empowered to grow.
• Provides regular, actionable feedback and mentorship focused on both performance outcomes and professional development.

Project & Change Management Excellence

• Serves as a change and project leader and change and project manager, ensuring organizational readiness, clarity of scope, and alignment before initiatives move forward.
• Acts as a gatekeeper for senior leadership and academic partners by ensuring change does not move in or out of the school unless it is clearly defined, well‑planned, and appropriately communicated.
• Identifies, assesses, and actively manages risks, dependencies, and constraints across projects and initiatives.
• Uses quantitative and qualitative data to identify trends, risks, and opportunities, translating insights into practical recommendations and actions.
• Proactively resolves issues and removes obstacles at any phase of the project life cycle.

Stakeholder Engagement & Communication

• Builds and sustains strong, trust‑based relationships with stakeholders at all levels, including senior leaders, academic partners, and cross‑functional teams.
• Leads thoughtful stakeholder engagement strategies that prioritize transparency, clarity, and collaboration.
• Ensures consistent, timely, and meaningful communication regarding project status, risks, decisions, and change impacts.
• Translates complex initiatives into clear narratives that help stakeholders understand the “why,” “what,” and “how” of change.

Strategic Partnership & Influence

• Partners with School and University leadership to support decision‑making, prioritization, and execution of strategic initiatives.
• Collaborates across departments to align projects with institutional goals, operational plans, and student experience outcomes.
• Champions continuous improvement by identifying opportunities to strengthen processes, tools, and ways of working.
• Influences without authority in a matrixed organization, balancing competing priorities while maintaining momentum and alignment.

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