Site Launch Manager Responsibilities in Seller Support – Role and Scope  - Site External dependencies - CPM projects  Background: In the Change Project Management (CPM) Roadmap we have projects which are program managed from Seattle. In order to create a basis for a successful project implementation, Amazon needs a central POC at the site level to provide:  a) Reasonable timeframe and sufficient information (communication, documents, trainings) for launch preparation.  b) Feedback loop that our Associates fully understand the project or feature change requirements, the impact to sellers, and able to accurately answer questions from Sellers.  c) Controls/monitoring to measure success, and insight to adoption rates.   The role of the Site Launch Manager (SLM) is to be a point person on-site for the PM and these are his responsibilities:  1. SLM works with PM to analyze the requirements towards Seller Support.   2. Identifies any site-specific requirements and risks that should be incorporated into the overall project Implementation plan.  3. Identifies POC/SME for the project on site, provide this info to the PM.   4. Identifies Site Resources in cooperation with workflow. Ensure planning of NPT for associate training via site practice – NPT tracker (owner: BTS quality manager)  5. Reviews training materials if needed or ensures local SME revision.  6. Ensures project launch is communicated to the site via Stand Ups with TLs and TMs, as well as via Email communication to relevant groups. Make sure TLs/TMs confirm back that the message had been communicated.   7. Works with PM to confirm launch date and readiness of site for deployment.   8. SLM is responsible to deliver the GO/NO GO decision regarding the launches of all identified projects to the PM and to the Site Launch Readiness group and ensures that all actions had been performed to enable a timely launch. (GO decision – site is ready, appropriate communication had been issued, associates were trained; NO GO decision – site is not ready, obstacles appear either on the training/communication side, or on the capacity side.)  9. Supports PM with initial project exception reporting. Assists PM team in identifying ongoing controls needed to sustain the program, if necessary. Cooperates on deep-dives.  10. Before/During/After Deployment provides closed-loop feedback to PM (e.g. knowledge gaps, workflow misses, metrics impact, quality issues).   11. Submits feedback on project launch misses via TT (Quick link:   https://tt.amazon.com/quicklink/Q000059583) to all teams involved in project launch (CPM, SOP, QA, Editorial)  These are the responsibilities of the PM (CPM):  1. Determine which CPM project are Ops impacting and need to be assigned a Site Launch Manager in a prioritization meeting. (CPM Tier 1 projects will always be assigned SLM.) Criteria to consider include: site of project, impact by estimating contacts, legal, business impacting (policy/pricing changes), goal alignment (e.g. STEAM goal).   My proposal – categorization of projects in terms of requirements for Seller Support associates communication:  - Announcement in YUMA  - SOP update – minor, major, new  - On-line training  - Room training with trainer/SME  2. Implement Seller Support standardized best practices for all PMs (Project, Program, or Product Managers) with regards to site change management, including involvement of the SLM at the project scoping phase.  3. Identify with SLM any site-specific requirements and other SME need.  4. State capacity requirements on site for implementation – training as well as other long-term capacity requirements in case of new process implementation.  5. Drive SOP creation or adjustment, ensures wide audience for reviewing.  6. Provide training materials for review in advance (minimum 14 days prior to launch).  7. Create primary Project Launch Notifications.  8. Work with SLM to confirm launch date and readiness of the site for deployment, based on the Readiness  checklist.  9. Propose project exception reporting and ensure reporting resources and analysis.  10. Gather closed loop feedback from SLMs and communicates lessons learned.  Operations Change Management - Weekly Coordination Meeting for Site Readiness  Regular meeting (conference call) regarding ‘Ops Impacting Projects’ needs to be attended in order to ensure that best practices are followed. The purpose of this meeting is:  1. Review upcoming launches, prioritized by impact to site (this is already happening)  2. Review prioritization of projects utilizing site headcount. Capacity Planning is owner of the metric for site ‘non-productive’ HC. In this meeting, we will address prioritization of projects utilizing site resources.  a. Required: Site Ops Managers (or proxy); Site Launch Managers; TPM/CPM/Program Managers/Product Managers; Capacity Planning.  b. Optional: All project Stakeholders   (this is not happening so far on the call)  3. Ensure Business Analyst resource for each project. The Business Analyst owns site-level analytics reporting.   (not being discussed so far on the call)  - Site projects and activities  1) Workflow - establish working relationship with workflow stakeholders in order to ensure timing for any resource needs in connection with launching projects/activities. Organize regular calls with stakeholders.   2) Share a roadmap of upcoming project launches with Ops management team.  3) Maintain a roadmap of upcoming trainings in order to provide source of information to enable weekly planning/forecasting of NPT. Work together with the Ops team on prioritization of the trainings/projects for the site.  4) Training department - establish a communication with local training department to ensure inclusion of the new processes to the newhire training plan. (Monthly 1:1 with site training manager).  5) Communication to Seller Support about CPM and EU projects:  a) Weekly plan of launches for next week – sent on Friday to all.  b) Monthly summary of launched projects from previous month with feedback from Seller Support – present within Ops meeting (first week in the month).  c) Ad hoc communication – announcements, feedback request, new information, project SOPs.  6) SOP – drive major SOP updates based on collected feedback from the site (for example IIDP, transfer etc.) in case the improvements proposed would have significant impact on the process.  - Special process teams – Gateway of new processes to the site (BTS specific).  Based on experience from the 2013 new process launches in BTS – GCID, Un-gating, EAN/UPC Exemption, Z pack project – I propose to establish this as a standard process in BTS. The “special skill agents” should be cross trained for all special processes: Feed issues, IIDP, EAN/UPC exemptions, GCID to be able to participate on any new projects (like Z pack and similar). We will have teams of strong and tenured associates, who will ensure proper testing and identifying any process gaps.

Bangalore

Site Change Manager - eCommerce 

Site Change Manager - eCommerce  ,Job Description for Site Change Manager - eCommerce  in Target in  Bangalore for (8-12) years of experience. Apply Now!

Job Description for Site Change Manager - eCommerce  in Target in  Bangalore for (8-12) years of experience. Apply Now!