FUNCTIONAL

JOB CODE: 2872-2876 FUNCTIONAL: Professional Services

JOB TITLE: Project (Client Services) Mgmt SUBFUNCTIONAL: Consultancy

PRIMARY RESPONSIBILITY:

Project (Client Services) Mgmt (Levels 2 through 6): Oversees the execution and completion of information technology solutions projects in the professional services arena. Manages people who lead projects supporting company-client relationship, ensuring customer satisfaction. Provides budget analysis, labor planning, and coordination of activities between client and company personnel. Monitors project completion from initiation through delivery to meet revenue and cost projections. Oversees performance of the installation and client acceptance of capitalized equipment, enterprise software systems, or system integration projects or engagements. Typically utilizes management skills more than technical skills. Serves as mediator to internal issues and conflicting priorities for members of cross-functional teams focused on the delivery of new or existing products to clients. Selects, develops, and evaluates personnel to ensure the efficient operation of the function. Survey Tip: This job is most common in a software or professional services organization, where it does not have responsibility over product development, but does have overall project management responsibility. Direct people management responsibility is typically required. Employees who do not manage people, match to Project (Client Services) Mgr (5872-5876).

Note: Do not match jobs here merely because a more specific match does not exist in the survey. This job manages people assigned to specific projects that have a distinct beginning and end, such as a software solution implementation. Employees called “project managers” for lack of a more descriptive job title should not be reported here. Only report managers of employees who perform specific project or program administration responsibilities. Project (Client Services) Mgmt job is characterized by its implementation of products or services at client location. Employees who manage project managers for the coordination of product design or delivery from R&D into production/release should be matched to Project/Program (Design) Mgmt (2262-2266). Employees who manage project managers who implement internal products, software, tools, etc., should be matched to Project/Program (Admin) Mgmt (3632-3636). Employees who also manage professional services consultants or systems integrators should consider matching to Professional Services Consulting Mgmt (2552-2556).

LEVELING REQUIREMENTS:

Level 2:

· SCOPE: Receives assignments in the form of objectives with goals and the process by which to meet goals. Provides direction to employees according to established policies and management guidance. Administers company policies that directly affect subordinate employees. Recommends changes to unit or sub-unit policies. Management reviews work to measure meeting of objectives.

· JOB COMPLEXITY: Works on issues where analysis of situation or data requires review of relevant factors. Exercises judgment within defined procedures and policies to determine appropriate action.

· DISCRETION: Erroneous decisions or failure to achieve results will cause delays in schedules.

· INTERACTION: Frequently interacts with subordinate supervisors and functional peer groups. Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.

· SUPERVISION: Provides direct supervision to exempt employees and/or skilled, nonexempt employees (i.e., technicians, designers, support personnel). Acts as advisor to unit or sub-units and may become actively involved, as required, to meet schedules and resolve problems.

Level 3:

· SCOPE: Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals. Provides guidance to subordinates within the latitude of established company policies. Recommends changes to policies and establishes procedures that affect immediate organization(s).

· JOB COMPLEXITY: Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends. Follows processes and operational policies in selecting methods and techniques for obtaining solutions. Acts as advisor to subordinate(s) to meet schedules and/or resolve technical problems. Develops and administers schedules and performance requirements; may have budget responsibilities.

· DISCRETION: Erroneous decisions or failure to achieve results will add to costs and may impact the short-term goals of the organization.

· INTERACTION: Frequently interacts with subordinate supervisors, customers and/or functional peer group managers, normally involving matters between functional areas, other company divisions or units, or customers and the company. Often must lead a cooperative effort among members of a project team.

· SUPERVISION: Manages, perhaps through subordinate supervisors, the coordination of the activities of a section or department with responsibility for results, including costs, methods and staffing. In some instances this manager may be responsible for a functional area and not have any subordinate employees.

Level 4:

· SCOPE: Establishes operational objectives and work plans, and delegates assignments to subordinate managers. Senior management reviews objectives to determine success of operation. Involved in developing, modifying and executing company policies that affect immediate operations(s) and may also have company-wide effect.

· JOB COMPLEXITY: Works on issues where analysis of situations or data requires an in-depth knowledge of organizational objectives, as well as an understanding of company “politics.” Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results. Establishes and assures adherence to budgets, schedules, work plans and performance requirements.

· DISCRETION: Erroneous decisions will result in critical delay(s) in schedules and/or unit operations, and may jeopardize overall business activities.

· INTERACTION: Regularly interacts with senior management or executive levels on matters concerning several functional areas, divisions, and/or customers. Requires the ability to change the thinking of, or gain acceptance from, others in sensitive situations, without damage to the relationship.

· SUPERVISION: Manages activities of two or more sections or departments through subordinate managers who exercise full supervision in terms of costs, methods, and staffing. In some instances this manager may be responsible for managing staff function and may not have subordinate managers.

Level 5:

· SCOPE: Participates with other senior managers to establish strategic plans and objectives. Makes final decisions on administrative or operational matters and ensures operations’ effective achievement of objectives.

· JOB COMPLEXITY: Works on complex issues where analysis of situations or data requires an in-depth knowledge of the company. Participates in corporate development of methods, techniques and evaluation criteria for projects, programs, and people. Ensures budgets and schedules meet corporate requirements.

· DISCRETION: Erroneous decisions will have a serious impact on the overall success of functional, division or company operations.

· INTERACTION: Regularly interacts with executives and/or major customers. Interactions frequently involve special skills, such as negotiating with customers or management or attempting to influence senior level leaders regarding matters of significance to the organization.

· SUPERVISION: Directs and controls the activities of a broad functional area through several department managers within the company. Has overall control of planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods.

Level 6:

· SCOPE: Develops corporate and/or organizational policies and authorizes their implementation. Detailed knowledge of company allows for innovative concepts and promoting new ideas. Provides direction to senior managers in various areas, groups, and/or operations. Recognized as an influential leader.

· JOB COMPLEXITY: Consistently works with abstract ideas or situations across functional areas of the business. Through assessment of intangible variables, identifies and evaluates fundamental issues, providing strategy and direction for major functional areas. Requires in-depth knowledge of the functional area, business strategies, and the company’s goals.

· DISCRETION: Erroneous decisions will have a long-term effect on the company's success.

· INTERACTION: Interacts internally and externally with executive level management, requiring negotiation of extremely critical matters. Influences policymaking.

· SUPERVISION: Directs and controls the activities of one or more functional areas, divisions, product groups or service areas through senior managers who have overall responsibility for the successful operation of those assigned areas.

Level 4:

· DISCRETION: Erroneous decisions will result in critical delay(s) in schedules and/or unit operations, and may jeopardize overall business activities.

Level 5:

· DISCRETION: Erroneous decisions will have a serious impact on the overall success of functional, division or company operations.

Level 6:

· DISCRETION: Erroneous decisions will have a long-term effect on the company's success.

· INTERACTION: Interacts internally and externally with executive level management, requiring negotiation of extremely critical matters. Influences policymaking.

Level 6:

· DISCRETION: Erroneous decisions will have a long-term effect on the company's success.

· INTERACTION: Interacts internally and externally with executive level management, requiring negotiation of extremely critical matters. Influences policymaking.