Technology Service Manager
About Standard Chartered
We are a leading international bank focused on helping people and companies prosper across Asia, Africa and the Middle East.
To us, good performance is about much more than turning a profit. It's about showing how you embody our valued behaviours - do the right thing, better together and never settle - as well as our brand promise, Here for good.
We're committed to promoting equality in the workplace and creating an inclusive and flexible culture - one where everyone can realise their full potential and make a positive contribution to our organisation. This in turn helps us to provide better support to our broad client base.
The Role Responsibilities
- Technology Service Management function fills an important area involving business engagement. It has the responsibility of driving the business' service agenda within the Technology functions. The Technology Service Manager is the primary relationship manager of our Business Stakeholders.
- Constant communications and building close relationship with Business Heads, Heads of System Development and Heads of Service Management in application BAU status, issues and prioritization of service improvement events.
- Risk Management for Business Portfolio.
Our Ideal Candidate
- Business Stakeholder Management - Single point of contact for technology service issues , represent business impacts to Senior GTO stakeholders and/or business stakeholders as required. Including but not limited to attending PGC or Risk forums, own follow-ups, and ensure responsiveness of actions from other teams.
- Business stakeholder communications on all Technology Services' activities. For example: high severity incident, service review on SLAs, service improvements.
- Feed information and expectations of Business Stakeholders for the business applications to Technology - participate and share feedback from Business PGC, service review meeting, etc.
- Record and archive the service review meeting minutes and ensure it is accurate and complete for all audit purpose.
- Share and articulate technology risk to business stakeholders. Highlight to Business stakeholders on progress and action plan to address all risks (e.g. obsolescence risk) during service review.
- Incident Management - Business representative in Technology Run space, owner of incident severity, business communications on high severity incident, involved in DR or BCP decision, own the closure of issues with communications. This is critically important around strong communications using clear language, reducing technology acronyms and timely information for the business to act.
- Assess business impact and assign the Severity level (Critical/High/Medium/Low) for the Incident.
- Participate in technology incident's bridge to share business impacts. Be the liaison party between Technology and Business teams and provide the required result with regards to Severity Assessment or potential business impact, BCP/DR invocation details, resumption expectations, etc. based on the SLAs.
- Communicate incident updates to Business Stakeholders during & after incident and provide business feedback to PSS and Incident Manager.
- Facilitate business continuation requirement with business stakeholders. Trigger workaround process or Business Continuity Plan with consensus and approval from CTM during incident.
- Manage overall closure of business impact once Technology incident is resolved. Ensure business resumption is completed.
- Problem Management - Participate in Technical Post-mortem (RCA), govern RCA quality. translate RCA into business terminology where required and deliver progressive findings to business stakeholders, service review on open or trending actions, track lessons or initiate SIP.
- Participate in RCA meetings to provide service impacts and share the feedback from business perspective.
- Share progressive root cause findings to business stakeholders.
- Review of RCA quality and incident trend, and highlight to respective support teams if incident is recurring and affecting the service SLA to business.
- Contribute and highlight on lesson learnt and suggest the areas of improvement required.
- Proactively manage business stakeholder's expectation and review outages arises from accepted known risk.
- Change Management - Communicate change impacts on SLA with business, govern the success of the change process (failure rates, use of ECRs, etc). Approver of High Risk changes and protector of production from unnecessary project delivery risk. Communicating these clearly with accountable business owner.
- Participate in PSS Domain CAB.
- Review change request based on Business interests, risks, concerns and its SLA.
- Ensure change requester had obtained all primary Business and CTM approvals, for Exception and Emergency Changes, before the Head of PSS Domain & Head of TSM Domain approval are sought.
- Communicate the nature and impact of production changes to Business Stakeholders (including impact to SLA).
- Participate in Go / No Go Review for major project / release rollout.
- Report of change outcome vs. benefit statements post change implementation.
- Asset Management - Own and manage key fields in ITAM on TSM and Business Owners, communicate the technology risks, including but not limited to obsolescence, to business (ORC / ORF attendance where required).
- Source of reference for business in maintaining ITAM business-related data. Proactively communicate with the Business (BSO) on any changes in ITAM in order to meet all regulatory and internal requirements.
- Maintain an end-to-end application data and take governance of ITAM data on Application ID, Application Name, Stage, Application Description, TSM, and STSM.
- Ensure ITAM business application data accuracy by performing regular review of data quality, verify and approve data change requests. Perform and conduct ITAM annual review.
- Review and approve application data in ITAM for new services or decommissioning services.
- Service Improvement Plan - Define / Initiate / Manage / Measure / Govern service improvements. Typically where service spans across domains or based on business usage challenges not previously scoped or understood. An SIP is NOT a PSS treatment plan or build BOW tracker.
- As SIP owner, form the SIP working team and agree on the plan and align the team to the stakeholder expectations of the SIP.
- Actively drive in all SIP phases and manage each individual SIP tasks.
- Report SIP progress and escalate any risks to the senior service management.
- Measure and report the outcome and business benefits of the SIP upon closure to the business stakeholder and technology management.
- Service Level Management - Own the SLA sign off and renewal process, communicate the story on DR, delivery regular service review meetings with business stakeholders. Map the end to end business flows for key COO alignment and collaborate with other teams/domains. Drive the initiatives to produce sustainable service level management and its benefit to understanding the impact of change.
- On behalf of the IT organization, must ensure adherence to SLAs and seek to minimize any adverse impact on service quality.
- Conduct regular service reviews with business stakeholders and provide service report on the Performance, Stability, Availability, Service Improvement, Releases and Changes, Technology Risks, etc.
- Periodic scheduled Service Level Agreement reviews must be conducted to ensure the negotiated agreement remains valid and reflects the customers' requirement accurately.
- SLA's must be signed-off and published to all relevant stakeholders before a service is released into production.
- Appropriate metrics to measure the effectiveness and efficiency of the Service Level Management process must be tracked.
- Report DR availability as per Business SLA in accordance to its BC Level and communicate with Stakeholders on DR outcome.
- Ensuring the readiness of technology support to manage the service level agreements and continuity plans with the Business.
- Capacity Management - Ensuring a Capacity Plan exists, is relevant and delivering value including business planning forecasts are aligned. Represent success and challenges in this process at ORF/ORC and PGC forums.
- Establish a capacity plan for the application service that documents current utilization and forecasted requirements. This plan needs to be delivered by Capacity Manager with input of the forecasted business volume of transaction and users.
- With the Capacity Plan, the capacity forecast will deliver the trend and the threshold will be adequately defined.
- Ensure service levels are properly aligned to the business activities (i.e. current and growth). Assist businesses make the right IT investment decisions with confidence through Capacity Management.
- Service Transition - Ensure the SLA prepared by TPM accurately carries the business expectations and requirement, and the process for writing it begins at BRD stage. TSM will provide the final review of the assessment and deliver the sign-off prior to the Production Change.
- Work with Business Owner (BO), Business Programme Manager (BPM) and Technology Programme/Project Manager (TPM) to establish business expectations of the application service in production (during BAU). These will be included into the non-functional requirement in BRD. These will form building blocks to the Service Level Agreement.
- Ensure the SLA prepared by TPM accurately carries the business expectations and requirement. These written commitments are evident in the design and build of the application service. These deliveries can be validated by PSS.
- Review and continue to highlight any disputes from the agreed Business Requirement Document (BRD), Non-Functional Requirements (NFR) and SLA.
Note: NFR - Attributes such as performance, security, usability, compatibility.
- Production Readiness Assessment (PRA) process is a key decision point. Throughout the project process, PSS will provide the assessment at different defined stages. TSM will provide the final review of the assessment and deliver the sign-off prior to the Production Change.
- Must have prior knowledge to project management skill sets.
- Experience of managing small/ medium projects.
- Working knowledge and experience of ITIL framework.
- Working knowledge in handling high severity incident calls, proactive leadership in managing issues to resumption and closure.
- Familiar with Group Risk Management Framework.
- Familiar with Business Product domain and business process.
- Familiar with Regulatory policies from Group and Country regulators.
- Proactive and positive mindset.
- The successful applicant would have previous experience in project management and PSS management.
- Familiarity with ITIL framework.
- Hands on experience in managing and driving high severity incident calls.
- Analytical and problem solving skills.
- Strong technical experience in people management.
- Excellent Communication, Organizational and interpersonal skills.
- Experience of writing detailed reports, RCA, SIPs and timely accurate updates in event of high severity incidents.
- Ability to work under pressure to meet targets.
- Should bring a strong sense of ownership and must be driven to deliver tasks to completion.
- Minimum 5 years experiences in IT and Application Support, Service Management discipline background.
Apply now to join the Bank for those with big career ambitions.