Project Manager – Managed Device Services

Project Manager – Managed Device Services

Description -

Overview

Managed Device Services (MDS) provides organizations with end-to-end management of personal computers and other endpoint devices throughout their lifecycle. Solutions may include Device as a Service (DaaS), device procurement, deployment, logistics, lifecycle management, support services, analytics, and operational processes that enable customers to acquire, manage, refresh, and support their PC environments at scale. The Expert Project Manager (PM) leads complex MDS customer transitions from contract signature through operational readiness and formal handover to steady-state delivery.

The role turns contractual commitments and solution designs into executable plans, establishes governance, coordinates cross-functional teams, manages scope, risk, dependencies, and budget, and validates readiness. It requires strong MDS and project management expertise, sound judgment, and the ability to create accountability across customer, HP, supplier, partner, global, and regional teams.

Key Responsibilities

Transition and Operational Readiness Leadership

• •Lead complex MDS transitions from contract signature through validated operational readiness and formal handover.
• •Translate the signed Statement of Work (SOW), solution design, assumptions, dependencies, deliverables, and acceptance criteria into an integrated transition plan with clear phases, milestones, resources, and readiness checkpoints.
• •Coordinate required enablement activities, including account setup, ordering, billing, entitlement, ITSM onboarding, supply chain, lifecycle services, analytics, support, partner services, and customer integrations.
• •Plan and coordinate pilots, proofs of concept, user acceptance, process validation, and other activities needed to confirm readiness.
• •Verify that owners, teams, tools, processes, documentation, customer inputs, and escalation paths are ready before closure.
• •Lead closeout, lessons learned, and handover to the Client Delivery Manager (CDM) and other delivery owners, with incomplete work clearly documented and assigned.
• •Manage phased, regional, and global transitions, including formal handoffs or reengagement plans when work finishes at different times or is paused.

Project Planning and Execution

• •Develop and maintain integrated schedules covering HP, customer, supplier, partner, regional, and operational activities.
• •Drive delivery to approved scope, schedule, budget, and quality expectations; monitor the critical path and act when risks emerge.
• •Coordinate interdependent work across countries, time zones, legal entities, service areas, and delivery organizations.
• •Adjust plans when conditions change and route scope, schedule, cost, or commitment changes through the appropriate approval process.
• •Maintain current, accessible project records that support continuity and informed decisions.

Program Governance

• •Establish and manage fit-for-purpose governance, including workstream, project, customer, leadership, and executive forums.
• •Define each forum’s purpose, participants, decision authority, inputs, outputs, ownership, and escalation path.
• •Set clear decision rights and accountability across HP, customer, supplier, partner, and regional teams.
• •Maintain decisions, actions, issues, and risks (DAIR) or other approved governance records.
• •Use objective escalation triggers and present each escalation with the problem, business impact, owner, required decision, and target date.
• •Keep governance focused on decisions and actions, supported by clear, accurate stakeholder reporting.

Customer and Stakeholder Management

• •Serve as the primary customer-facing transition leader and build effective relationships with project, operational, and executive stakeholders.
• •Create shared understanding of scope, responsibilities, dependencies, milestones, decisions, and readiness requirements.
• •Guide customers through operational changes and identify the inputs, resources, approvals, and technical dependencies needed to maintain progress.
• •Communicate risks, tradeoffs, and recommendations in clear business language.
• •Manage expectations while protecting contractual scope and delivery feasibility and challenge unsupported assumptions or unrealistic commitments constructively.

Cross-Functional Service Enablement

• •Coordinate the cross-functional teams required to enable the contracted MDS solution.
• •Clarify ownership across Pursuit, solution architecture, commercial operations, onboarding, contract administration, supply chain, ITSM, lifecycle services, technical consulting, billing, delivery, support, partners, and regional teams.
• •Identify process, ownership, documentation, and dependency gaps; connect the right experts and decision-makers to resolve them.
• •Track commitments, validate handoffs, and escalate threats to contractual or readiness milestones.
• •Coordinate regional requirements while maintaining alignment with the global transition plan.

Contractual and Scope Management

• •Review and interpret SOWs, amendments, change orders, solution designs, assumptions, responsibility matrices, pricing, and related contract materials.
• •Align transition plans and readiness activities with contracted scope; identify unclear, conflicting, incomplete, or unsupported requirements.
• •Document scope boundaries and distinguish transition responsibilities from ongoing operations.
• •Assess proposed changes for impact on scope, schedule, cost, readiness, and contractual outcomes.
• •Partner with the CDM, Pursuit, Sales, solution teams, finance, and other accountable groups on commercial or contractual decisions.
• •Route work outside approved scope through the appropriate governance and change-control process.

Risk, Change, and Financial Management

• •Identify and manage risks, issues, assumptions, decisions, dependencies, owners, target dates, and mitigation or recovery actions.
• •Apply HP and customer change-control processes and ensure unresolved items are completed before handover or formally accepted by the accountable owner.
• •Manage the funded transition budget and project-management effort, including time, actual cost, remaining effort, forecast, and variance.
• •Recommend pausing, rephasing, handing over, or formally changing work when dependencies prevent meaningful progress.
• •Keep the transition budget separate from broader account financial responsibilities.

Documentation, Practice Contribution, and Team Enablement

• •Maintain accurate, current, and accessible project plans, schedules, governance records, readiness checklists, handover materials, status reports, responsibility matrices, and lessons learned in approved systems.
• •Serve as an MDS transition resource for complex or nonstandard engagements and coach other project managers through reviews, guidance, and practical support.
• •Create reusable playbooks, templates, training, governance models, and readiness guidance.
• •Represent regional needs in global process, tool, methodology, and transformation initiatives, including pilots and validation activities.
• •Identify ways to reduce manual work, improve visibility and accountability, and accelerate readiness.

Complexity and Scope

• •Lead complex transitions with significant contractual, operational, technical, financial, or organizational dependencies.
• •Manage work across multiple functions, countries, customer groups, suppliers, partners, and service components in a matrixed environment.
• •Work through changing priorities, incomplete information, process ambiguity, and competing expectations.
• •Analyze and resolve issues that span business and technical areas, influence decisions across organizational boundaries, and lead recovery planning when needed.
• •Contribute to cross-organizational improvements within Managed Service Delivery.

Measures of Success

• •Agreed transition milestones, readiness outcomes, governance, and handover deliverables are completed.
• •Wor