Senior Project Manager - Global Change Delivery - Banking

Role Purpose (overall high level summary of the role)

Project Manager working in Front Office.

Global Change Delivery Senior Project Managers plan, mobilise and direct projects of high complexity and scale from project definition to closure. They are responsible for the end to end planning and delivery of one or more projects proactively balancing scope, schedule, budget, risks, team, outcomes and benefits. Projects can be standalone or form part of a programme. They are responsible for deploying GCD Project Management Framework and other GCD Business Transformation Frameworks (BTF) within their project. They work closely with the Programme Manager and Global Portfolio Management Office to ensure alignment of their project with the wider change portfolio and the Group Strategy, Values and Behaviours.

Senior Project Managers will often play a people / team management role within the projects / programmes they work on. As members of the GCD management team, they will also have line management responsibility for a group of more junior resources within their resource pool (as related to their job family). i.e., Alongside project delivery responsibilities, the Senior Project Manager may have a line responsibility for a pool of Project Managers (people management, performance management, resource management and professional development).

Principal Accountabilities:

Key activities and decision making areas

Value Creation

- 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 managed as outlined in Business Transformation Frameworks. Identifies and intervenes where there is slippage and variance from plan

- Plans and analyses costs, tracking operating and capital spend, and tracks reporting to financial business case commitments

- Oversees the tracking of project/s risks/issues/dependencies, assesses the impact on the benefit realisation for the project/s and takes action to minimise impact, actively challenging and removing obstacles

- Influences and collaborates with stakeholder and business partners to drive the right project outcomes. Represents the project team at discussions regarding project prioritisation and to create buy-in for risk mitigation and contingency plans

- Obtains sponsor and stakeholder buy in to plans, key commitments and changes against baseline as they arise

- Obtains sponsor and stakeholder sign-off for deliverables, formally closes project, assesses stakeholder satisfaction and captures feedback. Captures key learns from each project and feeds back into Global Change Delivery methodologies and best practice

- Articulates to stakeholders the targeted benefits and takes joint responsibility for benefits realisation

- Manages the business sponsor, working with them to ensure project deliverables are met

- Plans and manages the implementation of the change, to ensure business benefits are realised and that the transition from current state to target state is smooth. Ensuring that the organisation and other change audiences are ready, willing and able to function in the new business environment

- Works closely with delivery partners on planning, design and estimating, bringing together delivery and business partner teams; actively managing dependencies between these teams and other projects and programmes

- 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

Operational Performance

- Produce a well-defined project plan in Clarity, dictate the key milestones and assign responsibilities/resources

- Demonstrates effective financial skills to develop a detailed business case, including investments, detailed benefits and link to overall finances of the business.

- 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

- Maintains project change control, ensuring any changes to baseline are managed through change request and all impacts are considered

- Promotes and takes accountability for project quality; identifies opportunities to improve delivery and oversees the governance process to reduce risk and ensure effective and timely decisions are taken

- Collaborates with stakeholders to define the project strategy and develops a roadmap ensuring all constraints of time/resources are met.

- Ensures project teams follow quality assurance processes and GCD Business transformation frameworks. 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 GCD Management Services team for standardised project metrics and reporting driven out of Clarity. Management by exception of budget and schedule variance. Ensuring accurate and responsible status reporting. Escalating, co-ordinating any mitigants or remedial action.

- Plans and executes regular tollgates in line with BTF.

- Direct the project approach, staffing, responsibilities, and schedule to drive maximum productivity

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

- Ensure effective and appropriate resource on the project team and forming an effective project team, with the right blend of skills and good working relationships

- 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. Hold 1:1 discussions at least once every fortnight.

- Acts as a role model to create and maintain a collaborative team environment which supports and encourages the professionalisation and development of our teams

- Maintain a strong focus on people development and ensure project resources receive any necessary training and support, particularly on the GCD Business Transformation Frameworks.

- Outside of the project context, the Senior Project Manager will have line responsibility for a pool of Project Managers, typically this will involve, functional management, performance management, resource management and professional development, by setting and agreeing objectives with the Line Manager and coaching as and when required

- Drive a performance management based culture to improve and drive efficiencies and performance including the effective management of underperformers

- Promotes the Group's Values and strategy by creating a positive work environment and promoting teamwork to drive engagement

Major Challenges (The challenges inherent in the role that require a continual test of the role holder's abilities)

- Management and control of large and complex change projects

- Defining the approach and dealing with complex requirements and unique projects - often one off initiatives

- Achieving benefits (cost reduction, revenue increase, strategic goals) set out in the business case

- Management of stakeholders and sponsors

- Working with multiple delivery and business partner teams

Role Context (The environment and operating conditions of the role including the extent of guidance and authority)

The vision statement for Change Delivery is - To be the businesses- primary change partner, support the implementation of the Group Strategy and make change a source of sustainable competitive advantage for HSBC-

Senior 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.

The Senior Project Manager role is distinct from the Project Manager role in the scale and importance of the projects they manage. They may also have resource pool management responsibilities.

The Senior Project Manager role is distinct from the Programme Manager role in the following respects: (a) projects will be large, but will not tend to have many sub-projects; (b) typically the complexity will be lower (e.g. single country or business impact); and (c) the Senior Project Manager will be expected to manage the whole project with a degree of independence and will tend to operate with less support from GCD Management Services team.

Senior Project Managers are required to lead the change initiative, take strategic decisions, operate at an executive level and manage stakeholder and sponsor 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 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 Senior Project Manager

Management of Risk (Operational Risk / FIM requirements)

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

- GCD tools like Clarity & Open Workbench

Role Dimensions (e.g. balance sheet size, lending/expenditure limits, size/volume of transactions, budget)