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Key Responsibilities & Tasks
The Principal Project Manager is responsible for the overall management of a complex Project throughout its lifecycle, having a relevant qualifications and business acumen to manage large scale, high risk, strategic projects that span organizational boundaries including multiple business units and service partners/vendors. The Principal Project Manager has a key role during the Bid Phase of the customer engagement focusing on shaping the overall delivery approach, including methodology, governance, project structure, organization, scoping, estimation and risk assessment.
The Principal Project Manager provides leadership to the overall team structure responsible for delivering the Project. Where applicable, provides a leading role to junior project managers and a supporting role to a senior Project Manager or Program Manager. The Principal Project Manager also provides a partnering role with Customer and/or Partner Project Management teams
The key Area of Responsibilities of a Principal Project Manager across the Project Life Cycle includ e: Before Project kick-off (inception):
- During the Sales cycle: 1.1. Contribute to the Project structuring and solutioning reviews, assist with definition of the Project scope, schedule, resourcing and risk assessment.
1.2. Contribute to the evaluation of Customer culture and maturity, for adapting the delivery approach and the proposed Project structure. Ensure appropriate methodologies are incorporated.
1.3. Help defining project deliverables
1.4. Align the project proposal with SAP DBS strategy (e.g. via leveraging SAP accelerators and other investments).
1.5. Contribute to Project Proposal Reviews conducted by the Customer, and advocate convincingly the Project Delivery choices and plan.
- From Sales closure to Project formal Kick-off: 2.1. Facilitate a comprehensive Sales-to-Delivery transition.
2.2. Start building trustful relationship with Customer & Partner stakeholders.
2.3. Ensure effective on-boarding of team members; ensure Project Managers and Team members understand and take ownership of their assigned commitments.
2.4. Ensure a safe and effective working environment is established with appropriate logistics & infrastructure. Ensure governance is effectively implemented, relevant standards and project systems are in place to manage the Project in an effective and efficient way. Establish meetings cadence and agendas. Setup the escalation process.
2.5. Manage the Project kick-off meeting, and actively contribute to the event. Take accountability for the definition of the Project success including its expected business outcomes; validate the definitions of “Success" are mutually agreed between SAP and the Customer, at Executive Management and at Project Teams levels.
During Project Execution (Planning / Executing / Monitoring and Controlling):
- Ensure effective execution of 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 records.
1.5. Manage RAID (Risks, Assumptions, Issues, Dependencies) log/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; Test Strategy, Cut-over and Deployment Strategy), and create alignment with the customer on them.
1.8. Work closely with the Project Sponsors and Project Review Boards to facilitate timely decisions necessary for Project delivery.
1.9. Manage escalations and take accountability for the de-escalation process, coordinating recovery activities, negotiations and stakeholders' engagement as necessary; seek for support (esp. RDE) when needed.
- Governance & Reporting (internal): Review and share outcomes of regular updates internally to DBS
2.1. In compliance with regular tools and cadence (e.g. Felipe, Delivery Portfolio, Account and Market Unit Reviews).
2.2. In compliance with Project requirements as defined in communications plan and standards.
2.3. 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 materializ