Network Delivery Lead

General Description

  • Accountable for overall network delivery for the designated Account.
  • Full Network Delivery Governance ownership.
  • Full understanding of contractual network deliverables; financials, owning all aspects of cost related to the Network Tower, ensuring contract cost models are followed, delivery healthiness from a Network Tower and Account’s perspective.
  • Go further than operational delivery, be part of the business, bring value to what is being done, keeping costs on track.
  • Continuous Network Delivery Improvement Plan.
  • Understand Client needs and look for new opportunities – increase number of NSSR’s/Opportunities.

Specifics for Account

  • Indirectly manage account-dedicated or leveraged Network Engineers and Operations team (GNOC)
  • Manage relationship with the client and account interface(s) – understanding expectations and requirements from an operational and project standpoint; communicating on issues, concerns, updates and helping client to map out network, and possibly overall IT, strategy
  • Communicate and escalate to others in HPE including, but not limited to account, other towers, GNS and senior leadership on issues and concerns
  • Utilize effective communication in providing email and verbal executive summary-level details to the client and to HP constituents
  • Communicate in a timely manner and identify accurate details as they become available
  • Drive project excellence by understanding resourcing needs to then incorporate into project team as required through leveraged teams or dedicated as required; drive project completion engaging data center, firewall and site network engineering resources where needed
  • Complete administrative tasks such as purchasing/staffing/etc. justifications, CAN creation, time entry, and performance review inputs (if applicable) – includes working with Account Business Management team for invoicing verification of Network components
  • Drive operational excellence by driving the team to resolve incidents more quickly and engage as necessary, driving the team to prevent future incidents by proactive thinking and measures and understanding and communicating the root cause of issues in order to provide to account, leadership and the client, but more importantly to drive prevention of future incidents.
  • Drive creation and use of metrics on incidents and projects – incident metrics governed by the account; NDM metrics governed by NDM and project metrics driven by NDM and/or Leveraged teams (e.g. Data Center team)
  • Work as a team player with other HPE towers and other constituents and internal customers as well as client

Roles and Responsibilities

  • Service Strategy

o Generally, Service Strategy focuses on helping IT organizations improve and develop over the long term. In both cases, Service Strategy relies largely upon a market-driven approach. Key topics covered include service value definition, business case development, service assets, market analysis and service provider types.

o Business Relationship

  • Understand Customer and Account’s Businesses, including their requirements and the AST build.
  • Understand customer culture and participating in customer Account reviews as requested by the Account Team.
  • Understand HP SOW with that client – Network SOW needs to be provided by Account Team (ADM/ADE).
  • Own Financials – Network P&L and Flash (forecast).
  • Provide Technology Break-out sessions, including different HPE network organizations.
  • Be aligned with sales team – be in front of the client as ONE HP.
  • Collaboration with other Delivery Teams within the Account Support Team.
  • Close relationship with Account Business Management Team and Delivery.
  • Frequent Network Governance call with ADE/ADM on Network Delivery.
  • Be on client’s agenda.
  • Demand Management

o Understand of forecast/pipeline;

o Service Request management: Understand current demand and resources allocation

o Delivery sizing: resources planning, including onshore and offshore;

  • Service Design

o Service Design provides good-practice guidance on the design of IT services, processes, and other aspects of the service management effort. Significantly, design within ITIL is understood to encompass all elements relevant to technology service delivery, rather than focusing solely on design of the technology itself. As such, service design addresses how a planned service solution interacts with the larger business and technical environments, service management systems required to support the service, processes which interact with the service, technology, and architecture required to support the service, and the supply chain required to support the planned service. Within ITIL, design work for an IT service is aggregated into a single service design package (SDP). Service design packages, along with other information about services, are managed within the service catalogues.

Architecture

  • Ensure there is an architecture guide being followed by your Network delivery Team, bringing consistency to our delivery, ensuring solutions implemented are properly documented and can be supported by Operations team.
  • Follow existing Leveraged Network Architecture documents guidelines, when available.
  • Approval of proposed solutions coming from CTO, Sales or TnT teams.

o Project Delivery/Solution Design

  • Accountable for overall Network Projects delivery, including all Network delivery team, ensuring requirements, scope, solutions, roles and responsibilities are properly defined and teams are delivering under their commitments, supporting Project Management Team.
  • Ensure Project Delivery is properly managed, taking part of business and technical requirements discussions and definitions, controlling due dates, ensuring PS-QMS delivery requirements are being followed.
  • Network Cost Model and Management responsibility for all new proposals.
  • Ensure Projects are properly documented and stored in a repository for future reference.
  • Ensure Peer Review process is being followed.
  • Service Level Management

o Full understanding of contractual SLA’s: our network needs to support all of them. Risks must be raised, reviewed and approved by Accounts.

o Take any action related to Network SLA’s supporting the Service Management Team on proactive and remediation initiatives.

o Be part of SLA’s monthly review meeting with the Account

  • Availability Management

o Network must be available.

o Ensure tooling is operational, optimized and functional.

o Manage daily availability reports on critical devices and interfaces.

o Understand and document all single points of failure from the environment, providing proposals to get them fixed, including cost model for Account and customer evaluation.

o Understand where redundancy is required to support SLA’s.

o Understand where HA pairs are required to support SLA’s.

o Have Failover and redundancy test plans executed in planned maintenance windows in a frequently basis.

  • Capacity Planning

o Have Capacity Planning Analysis of the environment (Use ACCRA team for Leveraged supported clients) in a monthly basis.

o Have Ports Availability at DC’s in a monthly basis.

o Have Capacity Trending Analysis.

o Monthly review with ADE/ADM with recommendation, next steps definition, risk letter formalization, etc.

  • Supplier / 3rd. Party Vendor Management

o Management of 3rd. Party services, including Horizontal Delivery Functions CCL’s, where they are part of the Network Delivery SOW.

  • Service Transition

Service transition (ST) relates to the delivery of services required by a business into live/operational use, and often encompasses the “project” side of IT rather than Business as Usual (BAU). This area also covers topics such as managing changes to the BAU environment.

o Change Management

  • Follow Global Network Delivery Change Management Rules, without exceptions.
  • Act as or delegate Changes approvals.
  • Identify all stakeholders involved on the change and own communication.
  • Ensure all RFC’s are properly opened, reviewed and approved before implemented.
  • Ensure minimal disruption of services.
  • Own communication with the Accounts on RFCs for approval.
  • Have 99.4% of success rate in Changes.
  • Accountable to ensure all RFC’s are properly presented in the CAB/BAB/TAB, as required.
  • Proactive Change Management for Redundancy tests, OS upgrades, etc.

o Deployment Management

  • Ensure all implementations are associated to an approved RFC.
  • Ensure you have a detailed Implementation Plan, including a detailed Testing Plan.
  • Identification and communication to all stakeholders involved in any Change throughout the process, from planning to implementation completion.
  • Consider Infrastructure and Apps Test plan in all your RFCs – Project Managers should help with communications, approvals, etc.

o Change Evaluation

  • Report all failed RFC’s to Network Governance Team.
  • Ensure lead engineer involved in a failed RFC to join the Lessons Learnt session hosted by the Network Delivery Management Team.

o Configuration Management (CMDB)

  • Ensure all Network devices are managed by a type of CMDB and are properly updated.
  • Ensure CMDB is consistent, including Technical Diagrams, Maintenance Contracts, any required information for support teams other than required by CMDB template, escalation contacts, etc.
  • Ensure turnover to Production Process is followed by your team (add, removal, update).
  • Ensure billing is started/stopped as required.

o IP Management

  • Define IP Management strategy to your Account, documenting, managing and distributing the process.
  • Use IPAM where available/possible.

o Release Management/LCM

  • Define strategy for Software and Hardware Life Cycle Management (LCM) for your Account aligned with NDM LCM directions

o Knowledge Management

  • Ensure there is a structured repository for all documentation related to your customer.
  • Have a Change Management DB aiming to streamline your team’s time when handling new changes for the same client, taking advantage of templates.

o Service Operations

Service Operation (SO) aims to provide best practice for achieving the delivery of agreed levels of services to the customers. Service operation is the part of the lifecycle where the services and value is actually directly delivered. Also the monitoring of problems and balance between service reliability and cost etc. are considered. The functions include technical management, application management, operations management and Service Desks as well as, responsibilities for staff engaging in Service Operation.

o Event Management

  • Ensure all Network Devices from your customer is properly managed/monitored by your Network Operations Team, including monitoring traps (SNMP, ping, etc.), AAA servers for authentication, etc. Also, critical interfaces must be monitored, following best-practices recommendations and SOW.
  • Consider Proactive monitoring for your Account – maybe this is out of your current SOW and negotiation is required with the Account Team. However, proactive analysis of the environment is required and could be also addressed through the Capacity Planning process.

o Incident Management

  • Incident trending remediation actions; continuous improvement plan.
  • Analyze Incident metrics for your account, aiming to understand correlations to design issues.
  • Oversight and Management of major incidents.
  • Join all SEV 1’s related to your Account aiming to provide support and guidance to Network Operations or escalations when Network Support is required, also identifying any additional resource needed to support the incident resolution.
  • Act as PEM and submit any RtOP/vRtOP/iRtOP when needed.
  • Timely input to Service Management team during Incidents.
  • Correlate any incident related to RFCs and run RCA.
  • Be part of the EON list for your Account – in case your Account is not part of the EON list, please work to understand what is the escalation process and how you will be notified for any outage.

o Problem Management

  • Manage all Problem Management Records related to your Account, providing frequent updates till RCA is completed.
  • Timely input to Service Management team during RCA process.
  • Ensure for all SEV 1 incidents there is a Problem Record associated. Follow the same rules for specific SEV 2 you classify as important for Root Cause Analysis.
  • Create a Known Error Database for your Account or use any other already available under the Leveraged Model.
  • Coordinate Review meetings with Account Team – NDM Governance Meeting can be used for that.

o 4.4. Reporting

  • Account and Customer operational and service level monitoring accountability.
  • Continual Improvement Plan

Continual service improvement aims to align and realign IT services to changing business needs by identifying and implementing improvements to the IT services that support the business processes. It incorporates many of the same concepts articulated in the Deming Cycle of Plan-Do-Check-Act. The perspective of CSI on improvement is the business perspective of service quality, even though CSI aims to improve process effectiveness, efficiency and cost effectiveness of the IT processes through the whole lifecycle. To manage improvement, CSI should clearly define what should be controlled and measured.

o Create and manage an Improvement Plan for your Account, considering technical improvements classified by criticality. This plan should be part of the Governance Meetings.

o Look for opportunities for your Customer, Account and HP.

o Manage any G4G Plan when required for your Account.

o Manage overall delivery, always considering opportunities to streamline process, optimize time to deliver, increase quality and reduce costs.

  • Measurement

o Service Level Performance and Availability

o RCA turn-round

o Incident response

o Incident trend/performance

o Service request turn-round

o Technical audit compliance (release levels/timely planning)

o Cost reduction initiatives

o Accuracy of relief/volume forecast

o Underlying performance of ‘3rd Parties’

o Conformance to HP standards and KPIs

o The Account information held in the Account tool for the Network Tower is up-to-date and accurate at all times

o Can demonstrate regular Governance meetings held with other CCL’s where proactive Best Practice and analysis of issues is performed.

Qualification:

  • Bachelor’s Degree in: Computing Sciences, Information System or related areas;
  • 7-10 years of experience with networking and infrastructure service delivery
  • 7-10 years of experience working with enterprise customers delivering infrastructure projects/operations support
  • Cisco and ITIL certifications are differentiators ;
  • Excellent interpersonal and communication skills

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