Pan American Health Organization
PAHO Consultant - IT Project Manager (ITS)
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OBJECTIVE OF THE OFFICE/DEPARTMENT
This is a requisition for employment at the Pan American Health Organization (PAHO)/Regional Office of the World Health Organization (WHO)
Contractual Agreement:
Non-Staff - International PAHO Consultant
Job Posting:
August 20, 2026
Closing Date:
September 7, 2026, 11:59 PM Eastern Time
Primary Location:
Off Site
Organization:
ITS Information Technology Services
Schedule:
Full time
PURPOSE OF CONSULTANCY
This requisition is for a consultancy at the Pan American Health Organization (PAHO)/Regional Office of the World Health Organization (WHO).
Objective of the Department
The Information Technology Services Department (ITS) provides leadership and direction in the deployment of information and communication technologies and systems to support the Pan American Health Organization/Regional Office of the Americas of the World Health Organization (PAHO/WHO) in carrying out its mandate. ITS is organized into three units — Business Solutions, Information Security, and Infrastructure and Operations — and serves approximately 2,500 users across Headquarters, country offices, and specialized centers throughout the Region of the Americas.
DESCRIPTION OF DUTIES
Purpose of the Consultancy
PAHO has been working with the United Nations International Computing Centre (UNICC) to evolve its project management practices. That work has established the direction; it now requires sustained execution capacity inside ITS.
ITS is concurrently delivering a portfolio of critical corporate initiatives. These initiatives share dependencies, compete for the same technical resources, involve multiple external partners, and are visible to senior management and Member States. They are largely managed by technical leads carrying substantial line responsibilities in parallel, which limits the consistency of planning, risk management, reporting, and benefits tracking across the portfolio.
At the same time, the project management profession is being reshaped by artificial intelligence. Status consolidation, meeting capture and action extraction, plan and estimate drafting, risk and dependency detection, document production, and stakeholder communication can now be substantially accelerated by AI tooling, while judgment, negotiation, accountability, and stakeholder leadership remain irreducibly human. PAHO is not seeking a project manager who is merely aware of these tools, but a practitioner who already delivers this way and can bring that practice into ITS.
PAHO therefore requires an experienced IT Project Manager consultant to (i) directly manage an assigned set of ITS critical projects through to delivery, (ii) raise the maturity and consistency of project management practice across the ITS portfolio in continuity with the UNICC engagement, and (iii) establish AI-enabled delivery methods and reusable assets that ITS staff can sustain after the consultancy ends.
This is a hands-on, delivery-focused consultancy. Practice improvement is expected to result from live project work, not from a parallel methodology exercise. The consultant reports to the Director, ITS, works autonomously on a prioritized portfolio and task backlog, and formally reports each month. Institutional accountability for project decisions, expenditure approval, and staff supervision remains with PAHO staff at all times.
Statement of Work
3.1 Handling of Assigned Critical Projects
- Work with the Business Relationship Manager and business owners to validate the business need, expected value, urgency, organizational readiness, dependencies, and alignment with PAHO priorities before projects are initiated or re-prioritized.
- Assume day-to-day project management responsibility for an assigned portfolio of ITS critical projects.
- Produce and maintain, for each assigned project, a charter defining objectives, scope, success criteria, expected benefits, sponsor, governance, budget, and constraints; and an integrated plan with a defined baseline, critical path, resources, dependencies, and milestone acceptance criteria.
- Support project delivery by coordinating with PAHO technical resources, vendors, and partner teams; facilitate planning and review cadences appropriate to the delivery method (predictive, agile, or hybrid); identify impediments and refer unresolved matters through the appropriate escalation channel.
- Maintain risk, issue, decision, and dependency registers with named owners, responses, and review dates; escalate material risks with a recommendation rather than merely reporting them. Monitor inter-project dependencies and highlight potential conflicts involving shared platforms or resources.
- Prepare and facilitate project board, steering committee, and sponsor reviews, including decision papers, options analysis, and documented decisions and actions.
- Liaise with Business Relationship Manager to maintain stakeholder mapping, engagement and communication plans, business feedback checkpoints, escalation paths, and adoption activities throughout the project lifecycle. Support stakeholder engagement, organizational change, communication, and adoption activities required for solutions to be used, not merely deployed.
- Assess change impacts and business readiness, including process changes, communications, training, user support, adoption risks, and readiness criteria before implementation.
- Drive projects to formal closure, including operational transition, documentation handover, budget reconciliation, lessons learned, confirmation of business ownership, and an agreed approach to measuring adoption and benefits after implementation.
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3.2 Project Management Practice, Governance & UNICC Continuity
- Assess the practices, templates, governance instruments, and tooling introduced through the UNICC engagement against actual delivery behavior; identify gaps and propose a proportionate operating standard for ITS.
- Exploit PAHO's existing corporate tooling like Microsoft 365, Planner, Power Platform, Power BI, and the Salesforce-based service management platform, for project and portfolio management, rather than introducing new licensed tools absent an approved business case.
- Coach ITS technical leads and project focal points acting as project managers, through working sessions on live projects rather than classroom training alone.
3.3 AI-Enabled Project Delivery
- Apply AI tooling to the consultant's own delivery work — plan and schedule drafting, estimate challenge, meeting capture and action extraction, status synthesis, risk and dependency identification, requirements and document drafting, and stakeholder communication, and evidence the effect on cycle time and quality.
- Automate the collection and consolidation of project status from source systems, so portfolio reporting is generated from live data with human review rather than manual status-chasing.
- Advise ITS management on which AI capabilities in project and portfolio management are mature enough for institutional adoption and which should remain experimental, with rationale, cost implication, and evidence — without overstating capability. Train ITS staff on the methods and assets established so the practice survives the consultancy.
3.4 Portfolio Reporting, Assurance & Vendor Oversight
- Establish and maintain a single consolidated view of the ITS project portfolio and issue a portfolio status report on an agreed cadence, covering status against baseline, milestones, budget consumption and forecast, top risks and issues, decisions required, and dependencies.
- Maintain visibility of competing business demands, shared resources, cross-project dependencies, and capacity constraints, and provide recommendations to support realistic prioritization, sequencing, and delivery commitments.
- Provide ITS management and PAHO senior management with objective, evidence-based reporting, including on projects that are underperforming, translating delivery detail into business outcomes, options, and decision requests.
- Conduct delivery assurance reviews (health checks) on ITS projects not directly managed by the consultant, when requested, with findings and remediation recommendations.
- Coordinate vendor and partner performance on assigned projects, including UNICC, Microsoft, and contracted service providers; monitor deliverables against contracted scope, milestones, and acceptance criteria; validate quality before recommending acceptance; document non-conformance.
- Support the preparation of terms of reference, statements of work, and evaluation criteria for project-related procurement, in coordination with the responsible PAHO units.
- Track project budgets, commitments, expenditure, and forecast-to-complete; identify variance early and propose corrective options. Approval of expenditure remains with the responsible PAHO officials.
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3.5 Documentation, Reporting & Knowledge Transfer
- Maintain complete project documentation: charters, plans, registers, decision records, change requests, acceptance evidence, closure reports, and lessons learned in PAHO-approved repositories, so that any qualified project manager could assume the portfolio without reliance on undocumented knowledge.
- Store all templates, prompt libraries, agent configurations, automation flows, and work products in PAHO-approved repositories with version control. All such assets are the property of PAHO.
- Confirm operational readiness before closure, including support ownership, service documentation, access and security requirements, ongoing costs, unresolved items, and post-launch support arrangements.
- Deliver structured knowledge-transfer and enablement sessions to ITS staff, submit the monthly activity report, and prepare an end-of-contract handover pack covering portfolio status, open risks and issues, vendor positions, and recommended next steps.
Monthly Report
Monthly activity report. By the last working day of each month the consultant shall submit a consolidated report to the Director, ITS, traceable to the designated work-management system, covering: an executive summary and register of all assigned and open items; per project, status against baseline scope, schedule and budget, milestones due, achieved and missed, change requests, top risks and issues with owner and response, and decisions required; reasons, impact and approved revised dates for delayed, blocked or re-scoped items; progress against the framework, vendor performance on assigned projects; and risks, constraints, recommendations, and focus for the following month. Certification of the monthly deliverable is contingent on receipt of a complete report.
Qualifications & Skills
5.1 Education & Experience
- University degree in Computer Science, Information Systems, Engineering, Business Administration, Project Management, or a related field. An advanced degree is desirable.
- At least five years of progressively responsible experience managing IT projects in complex enterprise environments, of which at least five years managing multiple concurrent projects with budgets, external vendors, and executive-level sponsors.
- Demonstrated experience managing enterprise applications, cloud, data, and infrastructure projects, not solely software development, including at least one full lifecycle from initiation through operational handover and benefits confirmation.
- Demonstrated experience
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