Program Business Manager
Program Business Manager has end to end accountability for projects* (WBS level 1 / 2) or programs which involve multiple Services Business scopes(Network Implementation, Care, Managed Services, NPO, SI) per the terms of the contract (WBS level 1/ 2) and that have the following attributes:
· Project Type: B and lower
· SB Project Value /year: >€ 2M
· Care Net Sales /year: €5-10M and Care GM/year< 5 M€
· Strategic Impact: Low to Medium
· Risk: High or lower
· Project Duration: >12 months (unlimited for Care and Operations)
· Project Phase: all which are applicable
· Operational Impact: Low to Medium
Mission:
· Accountable for delivering the entire customer operational and project scope – products and services - to the customer within the assigned area of responsibility (one/multiple BL responsibilities or remote services).
· Main responsibilities on E2E planning and management of financial and operational performance
o Note: Program Business Manager might need to carry also a Project Delivery Manager role and hence also have operational responsibilities. For details, see Project Delivery Manager job profile
· Ensures project/operational management based on PMI principles and in full alignment with Nokia MoM and applicable BL guidelines
(*)Project term will be used cover both project type work as well as Care and Operations type of continuous customer delivery.
· Projects – a temporary endeavour undertaken to create a unique product, service or result
· Care & Operate Programs – ongoing operations
Summary of key activities:
· Customer Relationship Management
· Managing financial and non-financial Performance
· Contribution to Service Business/Solution Creation
· Project Initiation and Planning
· Monitoring & Controlling Project and Execution
· Updating the Project Management Plan
· Risk and Opportunity Management
· Stakeholder Management
· Leading the Project Team
· Closure and handovers**
Key Performance Indicators:
· Customer Loyalty Index
· Gross Margin GM
Additional Project KPIs:
· Project Asset Rotation Days PARD
· Project Cost Adherence PCA
· Operational non-financial KPIs
Additional Care and Operations KPIs:
· Service Quality (transactional customer satisfaction)
· Service Performance (contract fulfillment)
· Operational Service Levels (MS)
Key activity descriptions:
Customer Relationship Management
· Contributes to long term Customer Relationship strategy
· Establishes and maintains good customer relationship by e.g.
o Acting as primary interface towards the customer for activities and issues related to own scope of works
o Ensuring all relevant information is communicated proactively to the customer
o Identify customer’s complains, bring them forward into CT and respond to customer**
o Regular meeting practices are maintained and agreed actions are reliably followed-up
· Engage Customer in Operational Experience Survey (OES)
Managing financial and non-financial Performance
· Driving for continuous efficiency improvement by e.g.
o Project Cost Adherence (PCA) management
o Project Asset Rotation Days (PARD) reduction
o Optimizing Project operational performance (non-financial KPIs, e.g. Project Schedule Adherence)
o Optimizing operational service delivery performance (Service Levels, e.g. Network Availability, MTTR)
o Ensuring efficient claim management
· Sales and profitability (revenue, cost, gross margin up selling) responsibility for respective business area
· Participate in new tender creation activity ensuring that resources and margins are appropriately planned and executed
· Responsible for accurate financial forecasting of the respective services
· Develop long and short term financial plan including demand plan; establish service specific objectives and manage reporting.
· Control customer invoicing
· Fulfil required Care/Project reporting activities including Installed Base (IB) data gathering activities**
· Liaise with customer to enable access to Network Elements to allow IB gathering activities**
Contribution to Service Business/Solution Creation
· Contributes in identifying and creating business opportunities
· Contributes to pre-sales and sales/tendering processes
· Contributes to the development of the service business
· Drive and ensure the expansion and renewal of Care/Operations Contract
Project Initiation and Planning
· Ensures Project Target Agreement** (PTA) process takes place
· Validates PTA** contents
· Plans Project based on PMI principles and processes (initiate, plan, execute, monitor/control, close) as well as Business Line global guidelines
· Leads the customization of global e2e operational processes to project requirements (e.g. network operations processes, supply chain process, logistics processes, acceptance process etc.) and ensures it is aligned with Nokia MoO
· Ensures contract management process is initiated and integrated with Project Management processes, operational processes and Nokia Contract Management policies
· Forecast and reserve resources according to project scope
· Plan service delivery and service delivery models
Monitoring & Controlling Project and Execution
· Monitors & controls
o the project targets against the PTA**
o Project Management processes e.g. time management, cost management, scope management, quality etc., including e.g.
§ ensures sufficient operational visibility to relevant stakeholders (e.g. PMO, Customer) through specific tools
§ participates to periodic reviews e.g. Operational Review Meetings (ORM)
§ applies effective change control
o execution of operational processes in line with Nokia MoM and applicable BL guidelines
o operational KPIs
o KPIs as specified in Service Level Agreements
o execution of the contract management process
o adherence to applicable official guidelines, handbooks and instructions
o Customer issue prioritization for the Nokia support organization
o Manage subcontractors, contractors and 3rd parties whenever applicable
o Execute regular internal reporting as required
Updating the Project Management Plan
· Continuously and proactively adapt Project/ Care/Operational Set-up/Transition/ Transformation Plans and Delivery Processes to reflect the changing environment
Risk and Opportunity Management
· Identify and analyze risks and opportunities.
· Plan and implement risk response actions.
· Ensure risks actively monitored and managed and risk management plan updated
Stakeholder Management
· Managing the expectations of project stakeholders, e.g.
o customer
o project team/ operational organization
o subcontractors
o 3rd party vendors (multi-vendor partners)
o CT team
o Order Management and Logistics (OML)
o Other Business Lines in Services
· Setting up and maintaining clear and effective internal and external communication within the project stakeholders (e.g. customer and project teams)
Leading the Project Team
· Organize and lead the project teams
· People management (perform line management responsibilities**) e.g.
o on-boarding/off-boarding people
o manage performance, competence development
Closure and handovers
· Ensure internal handover from Sales to Delivery and from Delivery to Care/Operations e.g. handover of Installed Base (IB) from NI to Care.
· Ensure contractual requirements completed (e.g. Acceptance Testing done, PAC signed by customer)
· Close the project (e.g. collect lessons learnt, post calculations, document PTA** completion, PSS**)
· Customer handover activities (e.g. documentation)
· Ensures optimal disengagement of the Operational Resources
