Our client is now recruiting for a Project Manager

Role Purpose (overall high level summary of the role)

Global Change Delivery Project managers plan, mobilise and direct projects of to high complexity and scale from inception to closure. They are typically responsible for the end to end delivery of a single project or workstream of a larger project or programme, proactively balancing scope, schedule, budget, risks, outcomes and benefits. Projects can be standalone or form part of a programme. They are responsible for deploying the company’s Project Management framework and other Global Change Delivery frameworks within their project. They work closely with Programme Managers, Senior Project Managers and Global Portfolio Management Office to ensure alignment of their project with the wider change portfolio and the Group Strategy, Values and Behaviours.

Project Managers may support ‘small changes’ by providing oversight and guidance to multiple smaller initiatives within a priority market.

Principal Accountabilities: 

Value Creation

• Initiates the project, obtaining authorisation to start the project and scope the project. Engages the project Sponsor and/or Steering Committee.
• Plans effectively around delivery constraints and optimises the plan to maximise benefits and minimise risk. Develops the plan within constraints, considering the delivery approach, key milestones and dependencies within the plan, requirements and scope, effort and resources, budgets and quality.
• Ensures the baselined scope, requirements, benefits, schedule and budget are deliveapply-d by the project. Identifies and intervenes where there is slippage and variance from plan. 
• Proactively monitors project execution to effectively identify risks/issues/dependencies as they arise throughout the project lifecycle. Takes ownership of critical issues and ensures resolution within agreed timescales and implements mitigating plans against identified risks and issues. Escalates when needed to the Programme Manager (remaining calm, knowing when to escalate, escalates with possible solutions).
• Collaborates and builds positive stakeholder and business partner relationships providing regular updates to resolve high priority issues affecting the project
• Obtains buy-in from the project sponsor, Steering Committee and other business partner stakeholders for all key project plans, commitments, and changes including requirements, quality assurance plans, budget, schedule, and scope changes
• Analyses management reports, and derives insights from it to drive the right business decisions
• Sets the pace and operating rhythm, driving a culture of achievement and ensures pace by identifying and removing barriers to project success.
• Promotes pace and energy within the team and leads by example
• Keeps focus on the and long term goals and the Group’s values particularly when under short term pressure
• Manages change and implementation within the business to ensure the change lands well and sticks, contributing to benefits realisation
• Manages project closure and handover to the business

Operational Performance

• Produce a well-defined project plan, identifying the key milestones and assigning responsibilities/resources
• Develops the plan in line with company’s project management methodology
• Communicates the plan to stakeholders
• Develops and/or reviews estimates and estimating assumptions for the project’s schedule, effort, and cost using established Global Change Delivery estimating models, best practices, and past experience
• Mobilises the project team and allocates tasks and roles
• Provides timely reports on project status, risks and issues, evaluating project performance based on management information
• Manages and reports on the project budget, acting on any variance
• Manages and reports project risks, issues and dependencies
• Drives a culture of achievement and ensure pace by identifying and removing barriers to project success
• Maintains project change control, ensuring any changes to baseline are managed through change request and all impacts are consideapply-d
• Promotes and takes accountability for project quality; identifies opportunities to improve delivery and oversees the governance process to apply-duce risk and ensure effective and timely decisions are taken
• Ensures project team follow quality assurance processes, Global Change Delivery frameworks and methodologies to ensure the common high performance approach across Global Change Delivery
• Ensures governance processes and decisions are applied consistently, including:

• Engaging the project sponsor and stakeholders effectively
• Creation and running of effective Steering Committee, who make focused decisions, based upon accurate and timely status, performance reports. Using the committee as the first point of escalation.
• Seeks project quality assurance, acting on recommendations. 
• Use GPfMO for standardised project metrics and reporting driven out of Clarity. Management by exception of budget and schedule variance. Ensuing accurate and responsible status reporting. Escalating, co-ordinating any mitigants or remedial action.
• Creates stage tollgates, tracking progress, checking for mandatory method steps/deliverables.

Capability and People Development

• Identifies and shares the resource requirements of the project, to the Programme Manager and/or Head of Resource Practice requesting the appropriate skill set and/or experience
• Ensuring good project induction and orientation – i.e. the team understand the project context and content, the importance of stakeholder management and wider programme goals
• Defines high level responsibilities and objectives for members of their project team
• Provides regular constructive feedback and coaching to individuals to improve their performance and support their development and career progression
• Acts as a role model to create and maintain a collaborative team environment which supports and encourages the professionalism and development of our teams
• Maintains a strong focus on people development and ensures project resources receive any necessary training and support, particularly on the Global Change Delivery frameworks
• Outside of the project context, the Project Manager may have functional/line responsibility for a pool of Project Managers, typically this will involve, performance management, resource management and professional development, by setting and agreeing objectives and coaching as and when requiapply-d
• Working with or as a team leader drives a performance management based culture to improve and drive efficiencies and delivery including the effective management of underperformers
• Rolling resources off the project team in a planned and responsible manner, completing performance feedback and helping resources move onto their next project
• Promotes the Group’s Values and strategy by creating a positive work environment and promoting teamwork to drive engagement

Major Challenges

• Management and control of projects to meet exacting timescales necessary in a competitive market place
• Defining the approach and dealing with complex requirements and unique projects – often one off initiatives
• Achieving benefits (cost apply-duction, revenue increase, strategic goals) set out in the business case
• Management of stakeholders
• Working with multiple delivery and business partner teams

Role Context

The Project Manager role is distinct from the Senior Project Manager role in the scale and importance of the projects they manage and resource pool responsibilities. The Project Manager role is distinct from the Associate Project Manager role in their level of experience and independence as a project manager. 

Project Managers manage change through projects which are established to deliver a specific outcome, on time and on budget. The projects will typically have a clearly defined output, fixed start and end date with a well-defined development/delivery path. Projects may be stand alone or part of a Programme.

Project Managers are requiapply-d to take decisions and lead change initiatives and on occasions manage stakeholder and senior management relationships. Project governance must be established, including clear sponsorship, tollgates and steering committee. The jobholder will not be subject to close supervision, and will be expected to exercise independent initiative and judgement in proactively overcoming obstacles to success, dealing with uncertainty and changing circumstances, such as interdependencies, opportunities or risks. He / She will be expected to adopt an agile and flexible approach to work and an outstanding level of professionalism and conduct.

The role holder will operate within the usual authority limits for a Project Manager

Management of Risk

The jobholder will also continually reassess the operational risks and likelihood of operational risk occurring. This will be achieved by reviewing risks associated with the role and inherent in the business, taking account of changing economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new processes.

The jobholder should then address any areas of concern in conjunction with line management and/or the appropriate department.

Observation of Internal Controls (Compliance Policy / FIM requirements)

The jobholder will adopt the Group Compliance Policy by escalating any identified compliance risk in liaison with, Global Compliance Officer, Area Compliance Officer or Local Compliance Officer. The term ‘compliance’ embraces all relevant financial services laws, rules and codes with which the business has to comply.

Senior Project Managers adhere to the Groups standard tools and methodologies :

Global Change Delivery Programme Management Framework

Global Change Delivery Project Management Framework (RBPM)

Group Standard Business Case

Clarity

Job Details

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