Product Line Manager (Finance Expenditure: Accounts Payable, T&E)
Shell
Manila, Philippines
3h ago

Purpose & Accountabilities :

A Product line manager (PLM) manages end to end IT delivery to serve business outcomes across multiple products or application portfolios.

A Product Line is a portfolio of Products and applications that are linked to a business outcome. IT product lines are intended to :

  • Align the work of IT by how it is consumed, not how it is produced;
  • Control the people, processes, data, and technologies that support a business outcome; and

    Establish standing teams to continuously enhance and innovate while keeping the basics right.

    The Product Line Manager can also act as a Product Manager in this capacity if a dedicated Product Manager is not required.

    This role directly faces up to the LOB or GPO accountable for the business outcome. They are accountable to ensure an overall product lifecycle view and successful delivery on behalf of the GM / ITM (General Manager / IT Manager).

    The PLM has a direct interface to the IT Engineering Organisation for delivery capabilities and escalations.

    Responsibility & Accountability :

    The Product Line manager is the owner of an IT Product Line and is accountable for its strategy, design, development, enhancement, delivery, pricing and cost recovery.

    The Product Line manager leads the natural team and drives it towards business value. Next to this strategic element, the product line manager can go deeper and deal with service and operations to safeguard the overall health of the product line.

    Where the product lines own the planning and delivery of the product lines, the IT Managers with the business (through the local process owner) to set LoB / Asset specific requirements and to oversees utilization of the products.

    Business Management :

    Consults with product line consumers to assess and anticipate current and future product line requirements and develops a long-term action plan.

    Manages the product line’s budget and makes informed and dynamic investment prioritization decisions.

    Works with stakeholders to continually optimize the governance and decision-making processes within the

    product line.

    Develops service-level agreements for the product lines’ business outcomes.

    Builds and attracts world-class technology talent for the product line team.

    Collaborates with business partners to determine the right product line cost model and facilitates demand planning and management conversations.

    Defines product line pricing models based on an understanding of benchmark service levels and prices in

    Technology Management :

    Coordinates with business, data, and IT architects to align IT product line and other architectures.

    Oversees product line operations and guides continuous improvement efforts to support business outcomes.

    Defines, tracks, and communicates product line-specific KPIs to improve the product line’s adoption and

    performance.

    Works with other product line managers to avoid duplication and identify interdependencies.

    Manages vendor relationships related to the product line and aligns vendor products and services with enterprise strategy and product line objectives.

    Implements industry standards and development methodologies, including Agile and DevOps, within the product line to increase its responsiveness and growth.

    Business Transformation :

    Acts as the point of contact for the IT product line and works closely with business relationship managers and IT functional leads as required.

    Collaborates with business partners to transition business-led technology experiments to the IT product line for scaling, wherever feasible.

    Recommends business process changes for better product line adoption.

    Applies expertise in design thinking and data science to ensure customer-centric experiences.

    Identifies and evangelizes business and technology trends that can improve the product line’s business outcomes.

    Contributes to embedding digital opportunities in business strategy, including the company’s product and channel strategies.

    Additional Information :

    Finance at Shell is a core function involved in all major business transactions. Due to the age, fragmentation and complexity of the underlying systems, coupled with the increased pace to move to new business models, there is an exciting journey over the next few years to harness the power of Digitalisation for Finance and the business.

    Following Finance Transformation with the World Class Finance Programme, the function is grouped into three main parts, these are : Finance in the Business, Finance Centres of Excellence and Finance Operations based in multiple hubs around the world that operates global processes.

    Finance has approximately 20 global processes and each of these have a process executive and a process owner. The IT model is built to enable full partnership, with a "Two in a box" principle so that the PLM jointly drives forward the IT offering, in part by mirroring scope,

    location and accountabilities of the process owner.

    The role of the PLM is critical in developing the best partnership with the business to exploit and stay on top of the IT partnership with the business.

    As Finance has multiple integration points across various processes and as it is geographically dispersed, there will also be a need to act as a local focal point for Finance IT.

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