Senior Program Manager

Finacial domain 

Key Accountabilities:

• Having strong enterprise-wide change and transformation experience in Financial Services, outside of Data and Tech domain.
• 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 execution plan and approach, optimising timelines and resources while ensuring a strong focus on incremental and agile delivery.
• Responsible for setting up and managing programme governance, working with the respective leads to manage working groups and management meetings as required to support delivery.
• Coordinate and control programme delivery, ensuring execution is interlocked across work streams, and that risks and issues are identified and escalated effectively for resolution.
• Regularly and effectively communicate updates and changes to senior internal management and leadership.
• Accountable for the project budget, tracking the budget, and ensuring ongoing costs and capitalisation meet MTP and budget requirements.
• Maintain a future focus, looking ahead to ensure effective management of any risks or dependencies.

Stakeholder Management and Leadership

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

Build trusted relationships with a network of key stakeholdersto influence project outcomes, acting as an advocate for the change andconnecting executives with delivery teams.

Person Specification:

• Conduct, compliance and professionalism: The ability to align with the Client - 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 using a matrix management style, to drive execution and delivery.
• Leadership: The ability to inspire others by leading by example, building strong relationships, and motivating and empowering people.
• Stakeholder and communications management: The ability to effectively communicate with, influence and manage stakeholders at all levels, considering 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 enablesescalation 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- and value-aware, tracking costs versus budget, reforecasting when necessary, and explaining variances. identifying risks. For programmes and portfolios, this includes monitoring aggregated cost profiles against the budget and balancing under/overspending 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 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; and 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 all necessary steps are identified and actioned appropriately. 
• Effective business readiness planning requires identifying and managing stakeholders to fully understand how the change will impact their business/service.\'
• Governance and reporting: The ability to establish and operate a governance model that defines clear roles, responsibilities and accountabilities for overseeing 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 the processes and 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 acrossBusiness, Technology, Operations and Group Functions i.e. Risk andStrategy.