Curriculum Project Manager

Summit K12

Standort: Texas, United States (Remote)

Vergütung: USD 80000 – 100000

The Curriculum Project Manager is responsible for turning Summit K12’s curriculum priorities into clear, executable project plans and ensuring work moves predictably through the Curriculum Lifecycle—from requirements and architecture through gold-standard prototype, production, quality assurance, implementation/evidence, and continuous improvement. The role creates the operational structure, visibility, coordination, and accountability required for curriculum teams to deliver high-quality work on time and at scale. Working closely with the Executive Director of Curriculum & Learning, Domain Directors, Principal Curriculum Designers, Learning Experience Designers, Senior Curriculum Writers, Curriculum Writers, Editors, Product Management and Operations, Engineering, Assessment Design, Creative Studio, Professional Learning, and external production partners, the Curriculum Project Manager coordinates timelines, dependencies, handoffs, resources, risks, decisions, and readiness checkpoints across multiple concurrent initiatives. This is not an academic design role. The Curriculum Project Manager does not own curriculum architecture, pedagogy, domain standards, gold-standard prototypes, or academic acceptance criteria; academic leaders and instructional designers own those decisions. The Curriculum Project Manager makes the operating system visible and executable so the right work reaches the right people at the right time, unresolved issues are surfaced early, and projects advance only when required inputs and readiness criteria are in place. Key Responsibilities 1. Curriculum Lifecycle & Project Planning Build and maintain integrated project plans for curriculum initiatives across requirements, architecture, prototype, production, QA, implementation/evidence, and continuous improvement. Partner with the product’s project manager to translate approved product priorities into clear curriculum workstreams, including curriculum specific scopes, milestones, deliverables, owners, dependencies, decision points, readiness criteria, and target dates. Collaborate with the product’s project manager to plan and facilitate project kickoffs, lead curriculum-focused kickoffs and working sessions that clarify what must be decided, developed, reviewed, approved, and handed off at each stage of the project development process. Ensure work does not move prematurely into large-scale production before required architecture, gold-standard prototypes, specifications, templates, and acceptance criteria are sufficiently defined. Maintain visibility across multiple concurrent curriculum initiatives and identify conflicts, sequencing issues, and downstream impacts early. 2. Production Planning, Scheduling & Capacity Develop and maintain production schedules across internal curriculum teams, editors, Learning Experience Design, Creative Studio, working with Product/Engineering dependencies, and approved external production partners. Coordinate workload and capacity information with the Executive Director and curriculum leaders to support realistic commitments and resource decisions. Track planned versus actual progress, cycle time, milestone completion, and production throughput and surface emerging capacity constraints. Support scenario planning when priorities, timelines, staffing, or scope change and make tradeoffs and impacts visible to decision-makers. Coordinate production waves so internal experts can focus on architecture, prototypes, calibration, and high-value quality decisions rather than avoidable administrative follow-up. 3. External Production Coordination Operationalize external production plans after academic leaders have established the architecture, prototypes, specifications, templates, and acceptance criteria required for successful execution. Coordinate onboarding, schedules, deliverables, handoffs, dependencies, documentation, feedback cycles, and acceptance workflows for approved external production partners. Ensure external partners receive the correct and current source materials, specifications, templates, prototypes, rubrics, and supporting documentation before work begins. Track partner progress, first-pass acceptance, revision cycles, recurring issues, and schedule or capacity risks and escalate patterns to the appropriate academic or operational owner. Maintain clear boundaries between project/vendor coordination and academic quality decisions: external work is assessed by the designated academic reviewers against established criteria. 4. Readiness Gates, QA Coordination & Handoffs Coordinate readiness checkpoints across the Curriculum Lifecycle and verify that required inputs, decisions, documentation, and approvals are complete before work advances. Maintain visibility into solution-specific acceptance criteria and ensure reviewers and production teams are working from the approved criteria and current versions. Coordinate with product’s project manager to ensure academic QA, editorial, product, technical, accessibility, and publishing handoffs without assuming ownership of the specialized quality decisions performed by those functions. Track defects, revisions, unresolved decisions, and rework patterns and help identify where workflow, specifications, timing, or handoffs may be contributing to recurring problems. Ensure final release and implementation handoffs are documented, complete, and visible to the teams responsible for launch, professional learning, customer implementation, and evidence collection. 5. Cross-Functional Coordination & Decision Management Serve as the central coordination point for assigned curriculum initiatives, ensuring stakeholders understand commitments, dependencies, decisions, and next steps. Facilitate project meetings, milestone reviews, readiness reviews, and working sessions with clear agendas, decisions, owners, and follow-through. Maintain decision logs, action items, risk registers, dependency trackers, and other project artifacts needed for reliable execution. Surface unresolved academic, product, technical, resource, or scope decisions to the correct owner rather than allowing ambiguity to become downstream rework. Coordinate cross-functional handoffs among Curriculum & Learning, Product Management and Operations, Engineering, Assessment & Learning Analytics, Creative Studio, Professional Learning, Customer Success, and other partners. 6. Risk, Scope, Budget & Change Management Identify schedule, scope, dependency, resource, quality, and external-partner risks early and maintain clear mitigation and contingency plans. Use an explicit change process when new requests or late additions affect committed scope, capacity, budget, sequencing, or release timing. Make the impact of proposed changes visible before commitments are made, including what must move, stop, shrink, or receive additional resources. Support project-level budget, contractor, and production-cost tracking in partnership with the Executive Director and appropriate business owners. Escalate issues based on defined decision rights and material impact rather than relying on informal or last-minute intervention. 7. Project Visibility, Metrics & Executive Reporting Maintain accurate project dashboards and status reporting that show progress, milestone health, dependencies, risks, decisions, capacity concerns, and upcoming gates. Provide concise, decision-oriented updates to the Executive Director and other leaders, distinguishing information from issues that require action or escalation. Track operational measures such as on-time milestone completion, cycle time, first-pass acceptance, revision burden, external-partner performance, and readiness-gate adherence. Use project data to improve forecasting accuracy, identify bottlenecks, and strengthen future planning. Ensure project documentation is current, organized, accessible, and sufficiently clear for teams to work from a shared source of truth. 8. Process Improvement & AI-Enabled Operations Iden

Curriculum Project Manager

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