Global Programme Manager

Location:Greater London
Job Type:Full Time
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Description

Role Title: Global Programme Manager

Business: Asset Management

New or Existing Role – New

Grade: GCB3

Role Purpose

  • To lead the Investments portfolio of change. The role holder has end to end responsibility for all aspects of the portfolio including innovation, mobilisation, defining and planning projects/programmes, execution and implementation, embedding change and benefits realisation. The Portfolio Lead is responsible for deploying the relevant Business Transformation Frameworks (BTF) within their portfolio and instilling good project/programme disciplines.
  • The Portfolio head will lead the BT change team and may also have direct team management responsibilities. They will work in partnership with their business sponsor and will manage communication to executive levels.
  • The role holder will also work closely with the AMG Head of Business Transformation to ensure alignment of the portfolio with the wider change portfolio and AMG Strategy, Values and Behaviours.

Key Accountabilities

Impact on Business

  • Delivery
  • Acts as a change leader in partnership with the business– a visible and clear leader for the portfolio and the delivery of its outcomes and benefits
  • Sets the pace and energy within the team and leads by example.
  • Owns the functional operating model for the Investments business from a change impact perspective. Identifies all of the change initiatives which will impact the operating model and provides leadership on design implications, change congestion, potential operational risks, and resource constraints.
  • Leads change from a design perspective, ensuring that all aspects are considered before agreeing on the solution approach, e.g. wider context, functional architecture and global alignment, customer lens, alignment with/impact on other lines of business or business areas.
  • Ensures good project/programme induction and orientation – i.e. the team understand the project /programme vision and context; business priority, and how it links to HSBC strategy
  • Ability to lead initiatives leveraging Waterfall, Agile, and hybrid methods as best supports successful delivery.
  • Accountability for the quality of delivery across the portfolio and monitor-and-control activities to ensure best practice change disciplines are adopted. Accountable for ensuring that all projects and programmes in the portfolio:
  • Adopt change best practice as per the Business Transformation Framework, understanding that mandatory documents are evidence of activities having taken place, not outcomes in their own right
  • Deliver to latest baseline plan for scope, cost and schedule and manage a strict process of change control between baselines
  • Produce project plans, managing constraints and optimising the plans to maximise benefits and minimise risk.
  • Track progress through BTF tollgates, ensuring delivery rigour and revalidation of the business case at each stage.
  • Work through the control frameworks in BTF for delivering change safely in AMG
  • Anticipate and identify existing or emerging risks/issues/dependencies, assessing the impact on the benefits/outcomes and taking action to minimise impact, actively challenging and removing obstacles to programme success
  • Tightly manage scope through change control. Challenge and intervene where there is scope creep, misalignment to global operating models or business/IT architecture
  • Plan and manage the implementation of the change, to ensure business benefits are realised and that impacted change audiences are ready, willing and able to function in the new business environment
  • Adopt change best practice as per the Business Transformation Framework, understanding that mandatory documents are evidence of activities having taken place, not outcomes in their own right
  • Deliver to latest baseline plan for scope, cost and schedule and manage a strict process of change control between baselines
  • Produce project plans, managing constraints and optimising the plans to maximise benefits and minimise risk.
  • Track progress through BTF tollgates, ensuring delivery rigour and revalidation of the business case at each stage.
  • Work through the control frameworks in BTF for delivering change safely in AMG
  • Anticipate and identify existing or emerging risks/issues/dependencies, assessing the impact on the benefits/outcomes and taking action to minimise impact, actively challenging and removing obstacles to programme success
  • Tightly manage scope through change control. Challenge and intervene where there is scope creep, misalignment to global operating models or business/IT architecture
  • Plan and manage the implementation of the change, to ensure business benefits are realised and that impacted change audiences are ready, willing and able to function in the new business environment
  • Governance
  • Accountable for all internal and external reporting across the portfolio including inputs to PIC, COO Manco and AMG Exco
  • Demonstrates effective financial skills to develop and manage a detailed business case, including costs, detailed benefits and links to overall finances of the business.
  • Manages and reports on the project/programme budgets across the portfolio, acting on any variance and promoting good budget control. Anticipates variances to be signposted early to Steering forums and PIC.
  • Ensures there is full transparency on delivery progress across the portfolio with potential issues being sign-posted early as risks to avoid surprises.
  • Adopts ePMO Methods & Tools for standardised project/programme metrics and reporting driven out of Clarity.

Leadership & Teamwork

  • Obtains buy-in, collaborates and influences senior stakeholders for all change across the portfolio
  • Identifies the resource requirements of the project/programmes, requesting the appropriate resource by skill set and/or experience. Works with the business and delivery partners to ensure adequate resource is provided to change initiatives
  • Ensures clarity of roles and responsibilities across project and programme teams
  • As a role model, encourages collaboration and team work within the portfolio and with other teams
  • Able to form effective distributed and multi-disciplinary teams and work in partnership with external Service Providers.
  • Maintain a strong focus on people development and ensure team resources receive any necessary training and support particularly on the Transformation frameworks. Provides regular constructive feedback and coaching to individuals to support their development and career progression
  • Promotes the Group’s Values and strategy by creating a positive work environment and promoting teamwork to drive Global Transformation engagement
  • Accountable for team performance management where there are direct reports.

Major Challenges

  • Management and control of change programme with ambitious goals and high change requirements
  • Defining the approach and dealing with complex requirements and unique projects – often one off initiatives
  • Management of stakeholders and sponsors
  • Achieving benefits (cost reduction, revenue increase, strategic goals) set out in the business case
  • Managing complex teams and working with multiple delivery teams

Role Context

  • In 2019/20, the portfolio will be dominated by the deployment of a new order management system - Bloomberg AIM - and a new front office target operating model for Investments. As we head towards migration phases and BAU handover, there is a challenge in embedding programme expertise in permanent employees. It is a high risk delivery programme so the role-holder is likely to spend a disproportionate amount of their time over the next 12 months focusing on successful delivery of this Programme. The role requires a strong ‘executor’ who can stay razor focused on delivery, closing down issues quickly, and maintaining pace.
  • From 2020 onwards the programme will focus on integrating the AMG and GPB front office systems; trading and execution platforms; and collateral management.
  • 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.

Role Dimensions

  • The Investments portfolio typically delivers <$10M of change annually.

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 global economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new processes. Effective and timely remedial action should be evidenced.