Senior Change Delivery Manager

4 weeks ago

City of London, United Kingdom Peregrine Full time
Brief description of required services
** Will need SC Clearance or Eligible to obtain **
We are looking for a high-calibre Senior Change Delivery Manager with a strong background in project delivery to assume a key role in an extensive programme of work underway at the Bank of England. The Senior Change Delivery Manager is responsible for the end-to-end delivery of projects through the complete lifecycle. The role includes the motivation and development of the team that may be a combination of direct reports or staff working into the project on a matrix basis from other parts of the organisation. Some roles will have a significant IT component and therefore a key aspect of those roles is to manage resources from internal technology teams given that most technology resources, from design through to build, delivery and operations are in-house. The role also includes the matrix management of business resources including subject matter experts and the effective management of stakeholder relationships across the Bank’s business divisions impacted by the project.
Detailed requirements Role Requirements
The Senior Change Delivery Manager will be assigned to deliver a change initiative and will need to understand the wider objectives of their project, demonstrate credibility in that field and be able to influence others. They must be able to develop and maintain effective working relationships with senior managers, the programme office, the wider project and portfolio teams, and third parties.
The Senior Change Delivery Manager has the authority and is responsible for the delivery of the project on a day-to-day basis including:
•           Driving to align all functions, groups and factions of the organisation inside and outside of technology to drive coordination and collaboration into projects.
•           To ensure that all projects have the following core elements clearly defined and within the correct organizational systems:
•           Project Plan – ensuring the correct use of the appropriate planning model within the correct tools to drive accurate work effort and timing by creating a Work Breakdown Structure (WBS) of all projects down to level 3 to define resource and effort demand regardless of project type, waterfall, Agile or Hybrid
•           Resource management – ensuring the hours and forecast for all project work accurately and critical resources outlined to be able to forecast:
•           Demand for the overall program
•           Accurate demand rolling wave no less than 6 months hence
•           All resource is loaded into demand tool (Planview)
•           Critical resources are identified, requested and managed to the correct level of visibility to ensure engagement
•           Outline Business Case; produce this document via engagement from all relevant stakeholders, ensuring that the Sponsor has agreed all cardinal points prior to obtaining investment funding
Risk management:
•           Proactive risk management is performed of the project to determine the project type & risk profile to the Bank
•           Appropriate project framework is used to plan the project
•           Risks are determined from risk register
•           Proactive Risk analysis is performed to understand new project risks
•           Regular risk reviews are run during the course of the program
•           Benefits management – the true impact of the project and change is mapped and the stakeholder coalition is built and coached to fully champion, deliver and deploy within our customers and BAU teams the impact and benefit of the project 
•           Project change impact is fully defined and the appropriate change management tasks and deliverables are performed and used
Financials:
•           Forecast / planned V actual costs to align with yearly budgets
•           Forecast views of the project lifetime costs over multiple years
•           Monthly burn charts
•           To drive organizational alignment with the projects and following the agreed programme of change to support
•           Help develop and promote news ways of project, program and portfolio managing projects within the bank
•           Development of the technical and business justification together with the associated documentation to gain funding approval
•           Securing the appropriate resources for the project and project team mobilisation and then directing and motivating the project team
•           Establishing appropriate governance arrangements including the Project Board
•           Detailed planning incorporating all external dependencies
•           Management of the project delivery using a rigorous methodology (including the definition and execution of test plans, change configuration and service introduction )
•           Proactively monitoring the project’s overall progress, resolving issues and initiating corrective action as appropriate
•           Managing all aspects of RAID (risks, issues, dependencies and assumptions) including the development of contingency plans
•           Managing the project’s reporting obligations within the delivery governance framework
•           Coordinating with other delivery teams to ensure work assigned to them is completed in accordance with the project’s requirements
•           Engaging with third party service providers or vendors associated with the project. Closely manage their delivery against well-defined cost, time and quality parameters. 
•           Conducting post project reviews and close down activities.
Delivery Performance:
•           Supporting the community by improving the competency and professionalism of the function, enhancing collaboration and developing leadership skills
•           To deliver all projects and programs to tolerance and promote:
•           Excellence in planning (to within 10% on project close as project initiation)
•           Project delivery consistency (all projects to within 10% of classification)
•           Projects on time, cost and resource profile to within 10%
•           Right people on the right projects - retain and grow the right people, with the right knowledge and skills for the continuous improvement and maturity of the immediate and (where appropriate) broader team
•           Training and career development plan in place for my team
•           Fostering a close team spirit, communicating (two way) knowledge and experience, supporting aspirations and healthy competition in the wider P&P sphere
•           Understand the overlap in project work and ensure the resource and budget utilization and understood and balanced to strategic agreement
•           Manage the project and portfolio scope – playing a significant in terms of evaluating, prioritizing and routing change requests for delivery, taking those requests through investment governance where they are not already within the scope of the portfolio

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