Head - PMO - Infra

Accountabilities:

- Key Performance Indicators

- Program setup and Governance

- Develop and implement structured Program management methodologies effective implementation and governance of Solution design and deployment emerging out of Transformation Programs

- Implement Program monitoring process and drive governance

- Program Plan Vs Actuals

- Stakeholder engagement

- Build Stakeholder relationships with key members of the SLT, Finance, Procurement and IT council

- Drive regular and effective stakeholder engagement review meetings and update on Program progress and collaborative work out on resolving key issues

- Setup interlock and drive Transformation program review meetings with Sector CEO, CFO's and CHRO's

- Stakeholder Feedback

- Project Plan Vs Actuals for Solution projects

- Communication and Governance

- Anchor and steward Program Communication track with support from cross functional and Service provider teams

- Manage and Maintain Governance calendar and drive closure of governance ATR

- ATR Tracker - Open vs close

- Awareness on Program from key stakeholders

- Infrastructure setup and stabilization

- Ensure necessary infrastructure and logistics are setup to deliver effective transition of Shared Services migration project

- Coordinate and interlock with HR, FMS, IT, Site Operations, Travel organizations for effective transfer/ hiring of resource capacity at SSC

- Infrastructure readiness Delay

- Lead time for hiring new talent

- % of existing resources transferred to SSC

- SSC Process Migration

- Develop and implement structured Transition management methodologies for migration of process in F&A and Procurement finalized in SSC Scope as per Project Pragati

- Facilitate and lead closure on Process migration scope, capacity and Performance monitoring frameworks with stakeholders

- Implement effective transition excellence tools and processes to ensure effective closure of transition projects

- Train Ops head and assigned transition team members on Transition method

- Setup and implement SSC Transition scorecard and manage reporting cadence

- Drive issue / escalation log to closure

- Scope Vs Actual migration

- % of SSC Scope signoff within timelines

- Technology Project Management

- Own and setup Project management method for all Technology / applications related projects e.g. SAP update/ Workflow, RPA, Analytics, Digitalization

- Drive weekly/ monthly project progress review meetings with cross functional teams including Business, SSC, IT, Application vendor, Implementation Partners

- Facilitate issue/ escalation resolution

- Maintain and update Project Risk register

- Support and prepare Steering committee and GCM review presentation

- Plan vs actual progress on technology projects

- Business Project Management

- Own and setup Project management framework for all Business projects related to Process changes (not involving technology) , Policy formulation and deployment, Organization changes where required, Documentation and MAG guidelines

- Drive weekly/ monthly project progress review meetings with cross functional teams including Business, SSC, MAG, HR, Consulting / Audit service providers

- Facilitate issue/ escalation resolution

- Maintain and update Project Risk register

- Support and prepare Steering committee and GCM review presentation

- Project plan vs Actual

- Project Financials Management

- Maintain Service provider contract and invoice cadence

- Collaborate with Funding organization Procurement and Finance teams for Invoice processing and payments

- Maintain Invoice payment tracker and Contract milestone review calendars

- Setup central Financials and Cost tracker data base for all Projects defined as part of the recommendation and track cost consumption on the same

- Prepare Monthly Project Financials report and submit for review to GCFO

- % of Invoices paid on time

- Plan vs Actuals Costs

- Project Documentation Management

- Setup Program Sharepoint Repository and maintain folder structure

- Ensure all program documentation is available and archived

- % of Program documentation on Share point repository

- Transformation Strategic planning and support

- Support Strategic review and annual operating plan build with specific focus on Transformation and continuous process improvement projects, approach, methods and technologies (RPA, Analytics, Digitization)

- Engage with internal business leaders and operating leaders to evangelize and develop Transformation project concepts and actions

- Lead Proof of Concept and Pilot studies to validate feasibility of defined Process improvement concepts/ ideas

- Coordinate and drive development of Business case and implementation roadmap and manage stakeholder buy in and approvals

- Build and drive engagement with Analyst firms and Sector/ Industry forums such as NASSCOM, SSON

- # of Incubated transformation and Continuous process improvement projects

- Capability Building

- Support and work on developing Business/ Transformation project management playbook to drive all future Transformation projects

- Conduct and train Business level/ SSC based Operating leaders on Transformation playbook and methods

- Create and manage community of Transformation champions and drive knowledge sharing Transformation playbook release