Senior Project Manager
hace 3 meses
**We help the world run better**
**THE ROLE**
The Project Manager is responsible for the management of the complete lifecycle of a project either as an individual (standalone) project or part of an overall Program of Work. Drives the outcomes of the project as defined in the relevant contractual documents (typically in terms of scope, quality, schedule and budget) and per the agreed delivery methodology and relevant standards. The Project Manager understands the Company commitments as well as the Customer expectations, and steers the Project activities accordingly. When necessary, the Project Manager recognises the need to modify the Project objectives and applies the Change Management Process. The Project Manager is responsible to ensure that all activities are performed in adherence to SAP Methodology, Quality Standards, Reporting and Governance frameworks. The Project Manager provides leadership to the Project cross-functional team and articulates the Project objectives, structures of the Project Team and the Project Plan. The Project Manager maintains a sharp vision of the project and its environment, anticipating the course of action to proactively managing risks and aligns with both internal and external project stakeholders. The Project Manager coordinates workstreams across various organizations both externally (the Customer, third party providers, sub-contractors) and SAP internally. The Project Manager can be entrusted to one or several Project(s), at varied complexity levels, aligned with the Project Manager experience and seniority in the Project Management Career path. The Project contractual T&Cs, financial scale, number of involved parties and consultants, risk level, deployment environment are typical parameters used to categorize a Project and will be used to determine the level of seniority that the Project Manager needs to demonstrate.
**Key Areas of Responsibility and Tasks**
The key Area of Responsibilities of a Project Manager across the Project Life Cycle include:
1. During the Sales cycle:
- Contribute to the Project structuring and solutioning reviews.
- Ensure appropriate methodologies are incorporated.
2. From Sales closure to Project formal Kick-off:
- Ensure a comprehensive Sales-to-Delivery handover is prepared, executed and mutually confirmed.
- Work with resource management to validate the Project team structure.
- Ensure governance is effectively implemented and relevant standards and project systems are in place to manage Project in an effective and efficient way.
During Project Execution (Planning / Executing / Monitoring and Controlling):
1. Ensure effective execution Project management activities (planning, monitoring and controlling), including:
1.1. Project planning: WBS, deliverables, dependencies, owners, due dates, links to other related plans (e.g. Deployment Plan, Testing Plan, Development Plan).
1.2. Project resource planning and management.
1.3. Project financial planning and management, ensuring a complete and accurate view is available on request, covering actual data from start to date, and forecast date until Project completion.
1.4. Scope management covering full scope definition against the original Statement of Work (or initial Project scope), incorporating the Project Change Management Process records.
1.5. Implement RAID management (Risks, Assumptions, Issues, Dependencies) processes and conduct regular RAID Review meetings, documenting decisions, actions and outcomes.
1.6. Manage the Project deliverable reviews and approval processes, within stated contractual timeline; recording of Minutes of reviews and related approvals for deliverables.
1.7. Manage development of key strategy documents (such as Data Migration Strategy, Testing Strategy etc) and create alignment with the customer.
1.8. Work closely with the Project Sponsors and Project Review Boards to facilitate timely decisions necessary for Project delivery.
1.9. Escalate early issues about the Project to DBS Leadership and relevant internal governance forums.
2. Governance & Reporting (internal): Provide regular updates internally to DBS:
2.1. In compliance with regular tools and cadence (e.g. PtD, Portfolio, Account and Market Unit Reviews).
2.2. In compliance with Project requirements as defined in communications plan and standards.
2.3. Effective upward management to senior Project Manager and/or Program Manager; providing communications and support for overall project / program delivery
2.4. Internal escalation: leverage internal governance and seek guidance and support from Management (within Delivery Function and/or Territory/LoB leads) in due time, ahead of issues materializing.
2.5. Interface with internal functions (PMO, Controlling, GRC, MCC, etc.) to ensure visibility and transparency of Project progress and results.
3. Governance and Reporting (Customer):
3.1. Prepare and submit Project progress reporting to the Customer as input to governance. Build trusting and efficient w
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