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The Critical Landscape Manager (CLM) is accountable for the reliability and availability of specific, business-critical applications and IT Service landscapes which support one or more critical business processes. The CLM acts as an interface to the IT Business Interface organization in support of Corporate Functions.

This role, as part of a global team, ensures that ~94 IT business critical and pay-for-prime applications and services (landscapes) remain available 24×7 and are delivered in a secure manner, by assessing and actively managing systemic risks, and performing appropriate oversight on any changes to the landscapes. The role requires awareness of basic IT Architecture concepts as well as a good understanding of technology deployments in the market and their relevance to driving business value for their business area. The Critical Landscape Manager has good communication and influencing skills and a collaborative approach for use in engaging with both business and IT stakeholders

Job Scope:

• Accountable for Business Critical Landscape End 2 End (E2E) KPI’s, liaising with Service Managers (SM) and suppliers for infrastructure components and Operate Landscape Managers (OLM) for application components, with regard to delivery performance of their respective portfolios.
• Accountable for Service Level compliance of BC Landscapes, recovery of the service and structural improvements supporting maximum availability. This includes: Ensuring that Disaster Recovery Plans are available and tested; component landscape KPI’s are being met (or Return-to-Green plans in place); and that end-to-end integration exists between application and infrastructure components (including E2E KPI’s). The CLM can participate in service and performance review sessions with Service Operations Managers (SOM), Service Managers (SM) and infrastructure suppliers.
• Balancing priorities and focusing on “what matters most” will ensure that CLM focus is aligned with business need. Ability to deliver though others (Client and Suppliers) by influencing decisions and actions without line responsibility.
• Be responsible for the identification of systemic issues on BC Landscapes, driving structural improvements while balancing costs with business value; supporting the Service Operations Management (SOM) in optimizing landscape Total Cost of Ownership. Agree resultant remediation plans with SM and OLM; accountability remains with the CLM whilst delivery responsibility is with the OLM/SM.
• Ensure effective Major Incident (MI) management and service restoration (during Major Incidents) for Business Critical Landscapes; support SOM in managing BC Service-at-Risks.
• Ensure that learnings from the MI’s and the actions needed to address root cause are captured in the Root Cause Analysis report and addressed effectively.
• Be the escalation point for urgent operational issues; the CLM can contact directly (or be contacted by) any of the IT service providers, either client or external.
• The CLM is a Global Change Approval Board member for their respective business lines and liaises with OLM to assess business impact; CLM has ultimate sign-off for approval of changes impacting BC landscapes.
• Ensure landscape information is accurate; act as the Configuration Item (CI) owner for BC landscapes and ensure these are recorded in the Configuration Management database.
• Conduct regular Landscape Assessment reviews and actively manage risks in collaboration with the relevant OLM and SM.

Dimensions & Challenges:

• Balancing the reactive and proactive elements of the role is critical to success; while it is not expected that the CLM will be constantly fire-fighting, such focus is an imperative when outages occur.
• Failure within BC Landscapes could have substantial negative effects for client's reputation, operations, and ability to participate in markets, typically in access of several millions of dollars.
• The CLM role provides landscape rather than component focus; the success of this role is highly dependent on the relationships built with Service Managers as well as SOM Operate Landscape Managers.
• CLM role and capabilities will continue to grow; delivery focus will need to be balanced with capability development, while ensuring alignment across the CLM community.
• Working in a global environment with culturally diverse teams. Managing multiple delivery priorities and multiple demand requests. Working (virtually) with multiple stakeholders in various organisations .
• Working in a virtual team across multiple time zones may require availability during early morning and/or late evening hours. Managing time and work-life balance is critical.

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