Senior Programme Manager

Take the lead on executing the change required to deliver against agreed outcomes of this large scale

and complex programme across the functional, business, technology and operations teams.

Develop and manage the plan, and approach for the execution optimising timelines, resources and

ensuring a strong focus on incremental and agile delivery.

Responsible for set up and management of programme governance, working with the respective leads

to manage working groups and management meetings as required to support delivery.

Co-ordination and control of programme delivery, ensuring execution is interlocked across work

streams, risks and issues are identified and escalated to resolution effectively.

Provide regular and effective communication of updates and changes to senior internal management/

leadership.

Accountable for project budget, tracking of budget, ensuring ongoing costs and capitalisation meet

MTP and budget requirements.

Maintain a future focus, looking ahead to ensure any risks or dependencies are managed effectively.

Stakeholder Management and Leadership

Maintain a future focus, looking ahead to ensure any risks or dependencies are managed effectively.

Build trusted relationships with a network of key stakeholders that help influence project outcomes,

acting as an advocate for the change and joining up executives and delivery teams.

Conduct, compliance and professionalism: - the Code of Conduct for

the firm - meeting the expected values and behaviours governing all aspects of colleagues' working relationships

with all stakeholders.

Team management: the ability to manage cross functional teams in a matrix management style, to drive

execution and delivery.

Leadership: The ability to inspire others through leading by example, building strong relationships, motivating

and empowering people.

Stakeholder and communications management: The ability to effectively communicate with, influence and

manage stakeholders at all levels, taking account of their levels of influence and interest. This includes identifying,

addressing and resolving differences between individuals and/or interest groups, using suitable channels for

achieving clear outcomes, consensus and conflict resolution.

Business case management: The ability to identify, define, consolidate and document for approval the

fundamental components of a change initiative (outcomes, benefits, risks, assumptions, dependencies,

workforce and financials) as part of a commercially viable Business Case. This is used to validate the funding

allocation for an initiative, setting a baseline, managed under appropriate change control, against which ongoing

execution success is measured. This includes identifying and taking corrective action to manage within known

constraints (time / resource / regulation).

Requirements Management and Solutions Development: The ability to understand and interpret the

requirements, specifications and proposed solutions of a change initiative, assessing the alignment to agreed

outcomes and considering known constraints. This may include monitoring the outputs of either business or

technical requirements and solutions activity, typically led by the relevant Business Analysis / product / service

teams. In this context, this skill is about ensuring the outputs, business outcomes and user stories that have

been defined support the delivery of the agreed outcomes of a change initiative.

Resource management: This is the ability to develop, implement and update demand plans for initiative

resources (i.e. the workforce, products and services required to deliver the agreed outcomes). For programmes

or portfolios, ongoing monitoring enables escalation of resource risks via the appropriate governance.

Financial management: The ability to input into the relevant financial planning processes, agreeing budgets for

change initiatives before developing a granular view of costs versus agreed outcomes and timings. This includes

being cost / value aware, tracking costs versus budget, reforecasting when necessary, explaining variances and

identifying risks. For programmes and portfolios, this includes monitoring aggregated cost profiles against

budget, balancing under / overspend as appropriate.

Risk and issue management: The ability to identify and monitor risks and issues, to plan and implement

appropriate responses for mitigation or resolution, including escalations. At initiative level, this includes

monitoring assumptions and dependencies.

Supplier Management: The ability to secure the provision of any resources (i.e. products or services including

workforce, software, hardware) needed for change initiative(s) from either internal and/or external providers -

agreeing contracts, monitoring compliance, and managing variances and risks.

Outcomes and benefits management: The ability to identify, define, evaluate, plan, track and realise the

outcomes and benefits of change initiatives. This includes determining a realistic assessment of what is

achievable by when along with the links and dependencies; defining the key metrics / measures associated with

benefits and outcomes; linking organisational value back to initiative outputs; defining how benefits will continue

to be achieved in BAU beyond initiative closure.

Business Readiness Planning: The ability to describe the steps needed to ensure any change delivered by an

initiative is implemented successfully and effectively by the impacted business or service area. This includes

defining a Business Readiness Plan, ensuring that any steps that need to be considered are identified and

actioned appropriately. Effective business readiness planning is dependent on identifying and managing

stakeholders to fully understand the impacts of the change to their business/service."

Governance and reporting: The ability to establish and operate a governance model that defines clear roles,

responsibilities and accountabilities for oversight of the execution of change initiatives. This includes honest/

transparent assessment of initiative status; the ability to escalate appropriately to resolve any risks or issues;

the preparation of relevant reporting and initiative documentation for stakeholder review such as status reports,

outcome roadmaps and programme interdependencies.

Reviews and assurance: The ability to effectively monitor and continuously improve both the processes and the

outcomes of change initiatives. This will typically incorporate 'lessons learnt' reviews at appropriate points,

assessing the quality of outcomes and the processes followed to achieve them. At portfolio level, this will include

monitoring thematic risks and indicators of control adherence, acting where needed to remediate any

weaknesses in the controls; and identifying and implementing actions to drive greater maturity against key

control indicators.

Essential Skills/Basic Qualifications:

Large scale programme management and governance experience

Ability to master and navigate new subject domains quickly.

Exceptional analytical and presentation skills.

Experience of working with multiple senior stakeholders across Business, Technology, Operations and

Group Functions i.e. Risk and Strategy.