Dear All,
I am looking for the difference between roles of Service Delivery Manager, Senior Project Manager & VP-Operations in an IT company.
Also, what will be the typical hierarchy if all three exist in the same company?
Thanks in advance.

From India, Pune

The hierarchy is as shared below
  1. VP-Operation - Org level
  2. Service Delivery Manager - Business Unit level
  3. Project Manager - Project Team level

The VP Operations leads on the org level and manages the business with the client. The Service Delivery manager handles the contract for the business within the business unit whereas the Project Manager handles the project delivery and escalations for the project.

Job descriptions for you to understand it more :
  1. Reviews and approves adequate plans for the control of planned outputs, budget spending, labor efficiency, material efficiency, engineering effectiveness, customer service, and order entry efficiency, along with human utilization.
  2. Reviews performance against operating plans and standards. Provides reports to subordinates on interpretation of results and approves changes in direction of plans.
  3. Presents monthly reports on performance as requested by the Chief Executive Officer.
  4. Develops and presents to the President matters requiring a decision.
  5. Develops and recommends corporate operations policy within the Operations Department.
  6. Defines and recommends objectives in each area of Operations. Develops specific short-term and long-term plans and programs, together with supporting budget requests and financial estimates.
  7. Reviews and approves cost control reports, cost estimates, and manpower and facilities requirements forecasts.
  8. Coordinates and collaborates with other departments of the corporation in establishing and carrying out responsibilities.
  9. Reviews and approves the setting of budgets throughout the Operations Department.
  10. Reviews and approves Operations major projects involving major functional changes within the Department's functional areas.
  11. Develops plans for new areas of technology for the manufacturing functions along with sufficient planning for areas that support the mission of the Corporation within Operations.
  1. Reviews and approves the implementation of manufacturing and organizational plans that support the Operations Master Plan.
  2. Establishes objectives and procedures governing the performance of assigned activities. Issues specific annual objectives to immediate subordinates and reviews objectives of the Operations management.
  3. Selects and maintains qualified personnel in all positions reporting directly and recommends compensation for them.
  4. Directs, monitors, and appraises the performance of units immediately reporting and provides the necessary coordination between activities.
  5. Identifies training needs, initiates development of subordinates, recommends effective personnel action.
  6. Maintains appropriate communications within area of responsibility.
  7. Keeps employees informed as to company/department plans and progress.
  8. Coordinates activities of assigned units with those of other company units. Seeks mutual agreement on problems involving coordination.
  9. Consults with all segments of management responsible for policy or action. Ensures compliance within area of responsibility. Makes recommendations for improving effectiveness of policies and procedures.
  10. Reviews and endorses or revises budget proposals received from direct reports. Submits budgets for assigned activities in accordance with the budget procedure. Approves budget expenses up to authorized dollar amounts.
  1. Assumes other activities and responsibilities from time to time as directed.
  2. Provides orientation and on-the-job training for subordinates and ensures that the authority and responsibility for each position are defined and understood.
  3. Ensures that duties, responsibilities, and authority and accountability of all direct subordinates are defined and understood
Source: VP Job description <link updated to site home> ( Search On Cite | Search On Google )

  • Creating and periodically re-negotiating Service Level Agreements with the assistance of Sales and the maintenance line manager;
  • Translating customer requirements into working instructions for Delivery; creating Procedure and Agreement Documents (PAD);
  • Mitigating and solving escalations with urgency and determination;
  • Providing detailed reports as per an agreed schedule (or on request), including management and account performance reports;
  • Managing the transition phase of transferring the functional, technical and procedural knowledge to our maintenance and support organization;
  • Building and maintaining customer relationships;
  • Ensuring that quality services are delivered with regard to the agreed SLA.
Source: Service Delivery Manager <link updated to site home> ( Search On Cite | Search On Google )

  1. Direct and manage project development from beginning to end.
  2. Define project scope, goals and deliverables that support business goals in
  3. collaboration with senior management and stakeholders.
  4. Develop full-scale project plans and associated communications documents.
  5. Effectively communicate project expectations to team members and stakeholders in a timely and clear fashion.
  6. Liaise with project stakeholders on an ongoing basis.
  7. Estimate the resources and participants needed to achieve project goals.
  8. Draft and submit budget proposals, and recommend subsequent budget changes where necessary.
  9. Where required, negotiate with other department managers for the acquisition of required personnel from within the company.
  10. Determine and assess need for additional staff and/or consultants and make the appropriate recruitments if necessary during project cycle.
  11. Set and continually manage project expectations with team members and other stakeholders.
  12. Delegate tasks and responsibilities to appropriate personnel.
  13. Identify and resolve issues and conflicts within the project team.
  14. Identify and manage project dependencies and critical path.
  15. Plan and schedule project timelines and milestones using appropriate tools.
  16. Track project milestones and deliverables.
  17. Develop and deliver progress reports, proposals, requirements documentation, and presentations.
  18. Determine the frequency and content of status reports from the project team, analyze results, and troubleshoot problem areas.
  19. Proactively manage changes in project scope, identify potential crises, and devise contingency plans.
  20. Define project success criteria and disseminate them to involved parties throughout project life cycle.
  21. Coach, mentor, motivate and supervise project team members and contractors, and influence them to take positive action and accountability for their assigned work.
  22. Build, develop, and grow any business relationships vital to the success of the project.
  23. Conduct project post mortems and create a recommendations report in order to identify successful and unsuccessful project elements.
  24. Develop best practices and tools for project execution and management.
Source: Project Manager - Job description <link updated to site home> ( Search On Cite | Search On Google )

From India, Mumbai
Excellent reply, (Cite Contribution). That's what I was looking for.
Thanks a ton for this reply
But this reply has given rise to one more query.
What is the difference between a product manager & service delivery manager in case
of product company and a service company respectively?
Based on your reply, my guess is that they are counter parts. Please confirm
Thanks, once again

From India, Pune
Here's how I saw the designations worked. In an IT Firm, there would be a product division and a service division often called as professional services. The leadership on the business unit level to this division was designated as Delivery head.
Product divisions would vary in terms of size of the team and criticality of the product development. The Product manager used to head each team. This doesn't make them equivalent to the delivery heads.
Position, span of control and compensation is differently designed for each role. Product managers are more likely to manage a smaller team than delivery heads. However, both would have access to the client with a similar propensity to understand the client's requirement and environment.
Hope this answer your question.
(Cite Contribution)

From India, Mumbai

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