3611: Project Manager - Device Lifecycle Management
Operational owner of a client's business-as-usual device lifecycle management service: holding the supplier to SLAs, running governance forums, tracking issues, risks and finances, and producing executive-grade reporting. A BAU service/project management role in a managed-service environment, heavy on supplier and stakeholder accountability.
- Compensation
- Not disclosed
- Location
- BR
- Work setup
- Remote
- Seniority
- Not specified
- Employment
- Contract
- Experience
- Not specified
- Category
- Project management
- Posted
Skills
Must have
- Proven experience as a BAU service or project manager in an outsourced or managed service environment, with direct supplier management responsibility
- Commercially literate and comfortable working with contract schedules, service levels and service credits alongside Contracts and Procurement colleagues
- Resilient and assertive, able to hold a large supplier and internal functions to account without damaging working relationships
- Strong written communication, capable of producing executive grade papers and updates with minimal rework
- Highly organised and detail driven, comfortable operating with ambiguity, competing priorities and a global stakeholder base across time zones
Full description
Project Manager - Device Lifecycle ManagementPurpose of the role
This role provides day-to-day ownership of the business-as-usual device lifecycle management service, taking on the activities previously carried by Central Project Manager. The focus is operational delivery rather than programme design: holding to account for service performance, keeping internal functions moving on their commitments, running the governance rhythm, and giving senior stakeholders a clear and consistent picture of where the service stands. The post holder works closely with Contracts, Procurement, Finance and Legal, and is expected to be credible in front of Client senior leadership.
Key accountabilitiesSupplier relationship and performance
- Own the day-to-day operational relationship with Client and act as the single point of contact for escalation on non-delivery, stock shortages and processes that are not working.
- Drive root-cause resolution of delivery misses and depot or logistics failures, and hold to agreed recovery plans and dates rather than repeated status updates.
- Monitor service performance against contracted SLAs and KPIs, challenging reported data where it does not reflect the experience of users in the business.
- Manage formal contractual correspondence as it arises, including relief event and delay notices, working with Contracts, Legal and Procurement so that Client's position is documented and defended.
Accountability and issue management
- Maintain a single consolidated issue and action log, with named owners, due dates, current status and a clear escalation path.
- Hold Procurement, Finance, Legal and Contracts accountable for delivering their committed actions to time, escalating early and factually where commitments slip.
- Drive items to closure rather than simply reporting on them, and surface aged or at-risk actions to the Service Line lead.
- Keep a live risk register with mitigations, owners and defined triggers for escalation.
Governance
- Own and execute the BAU governance model end to end, including operational calls, monthly service reviews, quarterly business reviews and the executive steering forum.
- Run each forum properly: calendar, agenda, pack issued in advance, attendance, minutes, decisions recorded and actions tracked through to closure.
- Ensure the right decisions are taken at the right level, so that executive time is used for decisions rather than status reporting.
- Keep governance artefacts current as the operating model evolves, including terms of reference, RACI and the escalation matrix.
Narrative and stakeholder management
- Translate operational detail into a clear narrative for stakeholders: what is happening, what it means for the business, and what is needed from them.