Download Transformation - Networx Recruitment

Project Manager
(Transformation) v1.0
Date produced:
Produced by:
Date last reviewed:
Reviewed by:
Date evaluated:
Evaluated by:
Band and Range:
Salary Scale:
Job reference:
July 2014
Adrian Morris
March 2015
Adrian Morris
July 2014
HR Team
B2
IT & Business Change
IT17
The Role
Department
Team/Sub department
Reports To
Role Purpose
Business Change
Business Change
Head of Business Change
The role will require the Project Manager (PM) to undertake
the full range of project management disciplines to ensure the
effective and consistent delivery of business change through
the active planning and delivering projects to agreed quality,
schedule and budget in support of the objectives of the PBS
Group.
The PM will support the Project Director (PD), managing a
programme of work to evaluate, select and implement a set of
supporting technologies aligned to Principality’s target
operating model and technology transformation
requirements.
The role requires the co-ordination of a project team to
initiate and manage an RFP process which will align business
requirements, target architectures and business strategies to
vendor capabilities in the market.
The PM will support the PD in managing the activities from
the initiation of the RFP, to evaluation, selection,
implementation and migration of key products and services
defined within the scope of the project. The transformation
scope will include key back office and channel solutions for
internet – mobile and web, branch, contact centre and
intermediary channels to support current and future product
and customer service requirements.
This will include the appropriate co-ordination and effective
management of 3rd party vendors and integration partners
bidding in the RFP process and an effective evaluation process
managed across the business and technology teams.
Responsibilities
People Manager?
Number of Direct Reports
Number of Indirect Reports
Budget Control / Responsibilities
If yes, please give details
Regulated Role
Approved Person
Yes – Matrix management
None
None
Yes
Creation of project spend schedule, supplier selection; Invoice
approval and spend monitoring/reporting
No
No
If yes, please state CF number:
Key Accountabilities, Responsibilities and Deliverables
IT RFP Specific:
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Planning and managing complex technology RFPs including evaluation, commercial negotiation,
selection and execution
Managing 3rd party vendors/stakeholders included within the RFP process
Delivering transformational change with specific focus on IT disciplines and associated subject
matter
Managing large and complex transformation projects in the Financial Services sector, particularly
in the areas of Banking or Building Societies
Managing change with experience of the conduct, risk and legislative environment within which
financial services operate in the UK/EU
Role Specific
The Principality Building society utilises a project lifecycle that focuses on four key aspects in the
delivery of change. This is known as the 4D model and comprises: Project Direction; Project Design;
Project Delivery and Project D-Day. The PM is responsible for the following:
Project Direction
 Ensuring Project success measures are documented and agreed by all key stakeholders
 Project outcomes and benefits are robustly quantified, signed off and a delivery path to
achieve them has been defined
 Ensuring Project costs reflect level of certainty and that the project is likely to deliver within
budget
 Ensuring that the right approval bodies & stakeholders have signed off the Project direction
and approach
Project Design
 To ensure there is an appropriate level of stakeholder engagement in design and a clear
Project Sponsor/stakeholder agreement on the way forward
 That the Project design is aligned with the corporate architectural direction and principals
 To ensure lessons learnt from previous change initiatives are understood and assimilated
 To structure the project to ease implementation activity and business absorption and
develop early stakeholder confidence
 To provide an agreed & signed off solution design that can satisfy the desired project
outcomes
Project Delivery
 To develop and manage a reliable end-to-end Project plan including a realistic delivery
schedule
 Provide appropriate Project visibility, ensuring that Project reporting addresses current
status and future forecast position.
 Ensuring that the resources allocated to the project have proven capability and capacity
required to deliver the project
 To ensure that all necessary assurance activity is embedded into Project governance and
control approaches
 To ensure any 3rd party services or supplier arrangements are appropriate and that delivery
performance is good and reliable
 Drive business buy in to the delivery approach and Project outcomes and ensure that the
business stakeholders are doing what is required to implement and embed the changes
Project D-Day
 Ensure sufficient arrangements are in place to ensure minimal customer interruption at “golive” date and during transition
 Ensure Business Readiness plans are developed, effective and owned by the business
 Transition period and on-going support arrangements have been agreed and are in place
prior to Project go live
 Provide sufficient plans for Disaster Recovery and Business resilience
 Ensure Project closure requirements are known, have stakeholder buy-in and are delivered
Overarching responsibilities
In addition to the above requirements Project Managers are expected to proactively manage their
relationship with Sponsors and key project stakeholders, providing clear, concise reports on
progress; setting any issues within a clear project delivery context and ensuring key messages are
heard and understood. The PM will be expected to demonstrate the ability to easily flex between
facilitation and leadership within aspects of the project based on circumstances. In addition the PM
must also:
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Maintain an awareness of the Society’s policies and procedures and adhere to them
Promote and embrace a culture of continuous improvement being open and proactive to
improvements and carrying out improvements in line with the corporate methodology
Demonstrate the Society’s values and appropriate behaviours
Any other reasonable management request
Core Requirements
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People
Management
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Conduct
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Risk /
Governance
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Experienced PM with a proven track record in delivering transformational
change, able to work collaboratively and communicate at all levels with
specific focus on IT disciplines and associated subject matter
Experience in advanced stakeholder management, communication,
negotiation and conflict management skills
Experience in challenging, where appropriate, at all levels, to ensure a clear
view on the desired business outcome and a timely focus on the key issues
Knowledge and proven experience/track record of managing and delivering
complex change projects / programmes in large organisations to
successfully achieve their stated outcomes
Experience in managing large and complex transformation projects in the
Financial Services sector, particularly in the areas of Banking or Building
Societies
A good understanding of the current and future technology landscape and
infrastructure required to support a ‘modern’ financial services proposition
Experience of the conduct, risk and legislative environment within which
financial services operate in the UK/EU
Experience in managing complex technology RFPs including evaluation,
commercial negotiation, selection and execution
Proven sponsor and stakeholder management skills across IT and business
functions with specific experience in managing 3rd party
vendors/stakeholders
Demonstrable experience in managing projects /programmes balancing
multiple commercial drivers and 3rd parties.
An excellent understanding and proven experience of change management
enabling them to quickly become conversant with the organisation’s
approach to programme and project management.
Experience in checking the health of projects and programmes throughout
the lifecycle, preparing a clear prognosis around whether or not they will
deliver
Appreciation of Project risk potential in respect of impacts across our
regulatory bodies including the FCA and the PRA; Information security risk;
Data Governance risk and Operational risk. Active management and
escalation of in-flight project risks and issues in conformance with Business
Change management practice.
Measures of Success
Performance Measures - ‘The What’
 Agree and control the objectives, scope and process of the RFP activity
 Enable the appropriate validation, weighting and selection of appropriate 3rd party vendor
solutions
 Manage the necessary programme of work to align business and technology change projects
in support of the RFP
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Agree and control the objectives, scope, forecast benefits and the change management
process, ensuring the objectives are understood and the scope is unambiguous
Governance, ensuring timely and accurate reporting of Project progress and financial Status;
appropriate to the needs of the Project Sponsor, Programme Board & Head of Business
Change, in accordance with PBS governance protocols.
Stakeholder management, ensuring Project Sponsor and key stakeholders have clarity
regarding the current position, Project milestones and safety of the project success factors
and outcomes; and have sufficient information to provide clear direction and guidance when
required
Behaviours - ‘The How’
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We’re proud to be
at the heart of our
communities
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Members and
colleagues trust us
to fulfil our
promises
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We challenge
ourselves to
always perform
better
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We work together
to build value for
our members
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Involvement in projects / events that support our local
community respecting our local environment and working
together to maintain initiatives
Act as ambassadors for the business and community.
Demonstrate a professional approach when interacting with
each other and with members of the public.
Offers ideas for fundraising opportunities.
Anticipates in company led volunteering events.
Building a network of relationships based on trust and
respect.
Being open when asked about ideas and opinions.
Deliver on commitments
Managing expectations
Acting with integrity
Being transparent about processes and procedures.
Being able to explain how their individual role contributes to
business success
Challenging current practice to improve the customer
experience.
Proactively providing open and honest feedback to others
Showing a willingness to adapt in order for the business to
succeed.
Talking passionately about the business and what they do.
Understanding what will contribute to business success
Displaying energy and enthusiasm in all aspects of the role.
Measuring the benefits of their work and celebrating success.
Proactively managing the agenda of their 121s and always
being prepared.
Identifying and acting on opportunities to improve service to
members
Doing what it takes to exceed the expectations of the
internal and external customer.
Works across departmental boundaries for the greater good
Openly offering help to others to help them achieve their
goals.
Sharing successful ideas across the organisation.
Allowing for difference.
Tackling customer issues head on, seeking support where
necessary.
Knowledge, Skills and Experience Required
Essential
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Experience in managing complex Technology and Business orientated Projects
Experience of managing multiple, concurrent Projects
Project Management qualification, Prince II; APMP; MSP etc.
Team management, motivation and leadership of cross functional teams
Ability to change and adapt management styles to enable effective management of
Sponsors, key stakeholders, and Project team members across multiple domains
Be confident to challenge senior management and the ability to work comfortably in an
environment where you will also be challenged
Influencing and Negotiation skills
Excellent communication skills; ability to confidently interact with Society personnel at a
variety of levels
Budgetary management and control
Use of Microsoft Office
Desirable
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Graduate calibre
Financial market and industry knowledge
Legal and regulatory requirements in Financial Services