(temporary - till the end of 2025)

The role exists to support the Center Lead of Projects&Integration team in formalizing, executing, coordinating and controling the Service Transition Program covering transition of any business services to and within the GBS scope of activities. In addition to that, the role will also manage the execution of mid-size/mid-complexity projects (or adequate part of the programm) from the area of process and technology transformation. The Projects and Integration Manager will be responsible for applying PMO methodologies in: defining deliverables, resource requirements, quality metrics and work plan(s) for the required projects in close collaboration with the individual project leads and team members. P&I Manager will be an owner and control point for one of the existing methodologies.

• Service transitions support tuning up, formalizing and documenting the program of Business Integration to GBS. This includes, but is not limited to, the following:
  • SAP integration (non-SAP entities and any entities that are to become part of GBS service portfolio)
  • Integration of other technologies like service now (myJTI), invoicetrack, RPA and more
  • Process integration (as a result of #1 and in line with company strategy)  
  • Future transitions of services from bussines units to respective GBS locations 
  • 5.  Any other transitions resulting from footprint extention and changes to service management landscape
• Apply PM methodologies to mid-size/mid-complexity projects or adequate part of the program to ensure proper handling of the following:
  • Scope & objectives formulation;
  • Identification of deliverables and critical success factors for their achievement; 
  • Detailed tasks and resources planning; 
  • 4. Roles and responsibilities definition and allocation;
  • Change management activities planning and coordination;
  • Regular status reporting to project leadership to ensure timely execution as per the scope and plans;
  • Benefits identification with the proposed of mechanism for their subsequent realization tracking
  • Alignment of key stakeholders
  • Ongoing Project Impact Assessment and respective risk management
• Manage indepentendly any medium size/medium complexity project (or adequate part of the program) - as per business demand and GBS prioritization. Projects can vary and touch areas of continuous improvement, process harmonization, technological transformation and more. Acumen in one of the core (largest) GBS Functions would be beneficial (top 4 in the order of impact: Finance, GSC, P&C and M&S). Be proactive in identifying and flagging risks, drive independently problem solving and secure business continuity of ongoing initiatives