Senior Project Manager|
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 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).
The Senior Project Manager/Head of Performance Controls & Client Experience is a senior role within GLCM Client Management. The individual in the role plans, mobilises and directs highly complex and large scale projects and oversight disciplines within GLCM. They are responsible for the end to end planning and delivery of multiple ongoing projects and oversight programs. They proactively balance scope, schedule, budget, risks, team, outcomes and benefits. Many of the projects and programs are crucial elements of managing our internal risks as well as our ability to meet client expectations.
Projects can be standalone or form part of a programme extending beyond GLCM. They work closely with stakeholders and service providers inside and outside GLCM (including clients, lines of business, HOST/shared services, vendors, etc.) to ensure alignment with broader Group Strategy, Values and Behaviours.
The Head of Performance Controls & Client Experience will often play a people / team management role within the projects / programmes they work on. In addition to project delivery responsibilities, they will also have line management responsibility and be required to provide effective leadership, coaching, and mentoring to other staff (including performance management resource management, and professional development).
When dictated by business need and in line with the their overall remit, the Head of Performance Controls & Client Experience may also take direct line management responsibility for core functional teams (e.g. Client Services, Account Maintenance, etc).
Impact on the Business
- 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
Customers / Stakeholders
- Customer Focus. Promotes and prioritises decisions or actions according to customer needs, encouraging others to do the same
- Strengthen Stakeholder Relationships. Uses relationship management skills/tools to responsibly influence decisions and stakeholder advocacy
- Effectively engages customers, colleagues and stakeholders to build a trust-based relationship and deliver a connected service
Leadership & Teamwork
- 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 professionalization 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
Operational Effectiveness & Control
- 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 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
Management of Risk
- The jobholder will ensure the fair treatment of our customers is at the heart of everything we do, both personally and as an organisation.
- This will be achieved by consistently displaying the behaviours that form part of the HSBC Values and culture and adhering to HSBC risk policies and procedures, including notification and escalation of any concerns and taking required action in relation to points raised by audit and/or external regulators.
- The jobholder is responsible for managing and mitigating operational risks in their day to day operations. In executing these responsibilities, the Group has adopted risk management and internal control structure referred to as the ‘Three Lines of Defence’. The jobholder should ensure they understand their position within the Three Lines of Defence, and act accordingly in line with operational risk policy, escalating in a timely manner where they are unsure of actions required.
- Through the implementation the Global AML, Sanctions and ABC Policies, supporting Guidance, and Line of Business Procedures the jobholder will make informed decisions in accordance with the core principles of HSBC's Financial Crime Risk Appetite.
- The following statement is only for roles with core responsibilities in Operational Risk Management (Risk Owner, Control Owner, Risk Steward, BRCM, and Operational Risk Function
- The jobholder has responsibility for overseeing and ensuring that Operational risks are managed in accordance with the Group Standards Manual, Risk FIM, & relevant guidelines & standards. The jobholder should comply with the detailed expectations and responsibilities for their core role in operational risk management through ensuring all actions take account of operational risks, and through using the Operational Risk Management Framework appropriately to manage those risks.
This will be achieved by:
- Continuously reassessing 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 technology.
- Ensuring all actions take account of the likelihood of operational risk occurring, addressing areas of concern in conjunction with Risk and relevant line colleagues, and also by ensuring that actions resulting from points raised by internal or external audits, and external regulators, are correctly implemented in a timely fashion.
Observation of Internal Controls
- The jobholder will adhere to, and be able to demonstrate adherence to, internal controls and will implement the Group compliance policy by adhering to all relevant processes/procedures.
- The term ‘compliance’ embraces all relevant financial services laws, rules and codes with which the business has to comply. This will be achieved by adherence to all relevant procedures, keeping appropriate records and, where appropriate, by the timely implementation of internal and external audit points, including issues raised by external regulators.
- The following statement is only for roles with managerial or specific Compliance responsibilities
- The jobholder will implement measures to contain compliance risk across the business area. This will be achieved by liaising with Compliance department about business initiatives at the earliest opportunity. Also and when applicable, by ensuring adequate resources are in place and training is provided, fostering a compliance culture and optimising relations with regulators.
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Qualifications & Requirements
- Minimum of eight years proven experience in a combination of business systems development, general business, and technical project management.
- Bachelor’s degree, or equivalent experience, in computer science or related field. Advanced degree preferred.
- Project Management Institute (PMI) certification highly desirable.
- Strong analytical, interpersonal, presentation, project management and written and verbal communication skills.
- Proven experience with presenting proposals and project findings to senior management.