Programme Manager in Glasgow

Role Title: Programme Manager
Location: Glasgow, UK
Work setup: 2-3 days onsite/week

One of the key things is that this is a co-ordination role across multiple delivery teams, it is not the implementation and management of the projects by the candidate themselves. This skill set and experience will be key,and having financial crime exposure a benefit.

This is an oversight role so we need someone who can take a high view of all of the activities, understand dependencies and be able to report. In a way it is more like an air traffic control.

Across the PBWM business there are multiple demands from group level Financial Crime programmes as well as PBWM Financial Crime initiatives. These demands are spread across several change delivery tribes and can be dependent on each other. The role holder will be required to co-ordinate and manage demand between the requestors and the delivery tribes. They will need to be able to capture demand, ensuring that deliverables have been clearly articulated and then work with the project teams to schedule prioritisation and delivery. They will need to manage a view of overall delivery and associated risks with stakeholders and take the lead in managing the flow of communications between all relevant teams at a portfolio/programme level. They will not directly be running any of the initiatives.

The role holder will need to be able to take a wide view of activity and be able to track and manage deliverables. There will be the need to face off to, and influence senior leaders across a number of different teams, some which will not sit in PBWM.

Purpose of the role

Responsible for broader, strategic objectives across multiple projects, with a long-term, cross-functional focus.

Accountabilities

- Scope Management: Oversees a collection of related projects that together aim to achieve broader strategic business objectives. Their focus is on the long-term benefits and ensuring the alignment of projects with the organization’s goals.
- Strategic Focus: Focuses on strategic, high-level outcomes. They are responsible for the continuous alignment of projects to the organization’s business strategy.
- Stakeholder Management: Manages a wide range of stakeholders across various projects, including executives, project managers, and stakeholders from different teams. They ensure communication and alignment across all projects within the program.
- Risk and Issue Management: Manages risks and issues at a higher level, focusing on cross-project dependencies and potential impacts on the broader program or business strategy..
- Resource Management: Responsible for balancing priorities
- Metrics: Measures success based on the cumulative benefits delivered by all the projects within the program. They look at business outcomes, value creation, and alignment with strategic goals.
- Change Management: Deals with change at a macro level, ensuring that changes across projects are managed cohesively and don’t negatively impact the overall program.

Expectations

- To contribute or set strategy, drive requirements and make recommendations for change. Plan resources, budgets, and policies; manage and maintain policies/ processes; deliver continuous improvements and escalate breaches of policies/procedures..
- If managing a team, they define jobs and responsibilities, planning for the department’s future needs and operations, counselling employees on performance and contributing to employee pay decisions/changes. They may also lead a number of specialists to influence the operations of a department, in alignment with strategic as well as tactical priorities, while balancing short and long term goals and ensuring that budgets and schedules meet corporate requirements..
- If the position has leadership responsibilities, People Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L – Listen and be authentic, E – Energise and inspire, A – Align across the enterprise, D – Develop others..
- OR for an individual contributor, they will be a subject matter expert within own discipline and will guide technical direction. They will lead collaborative, multi-year assignments and guide team members through structured assignments, identify the need for the inclusion of other areas of specialisation to complete assignments. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions..
- Advise key stakeholders, including functional leadership teams and senior management on functional and cross functional areas of impact and alignment.
- Manage and mitigate risks through assessment, in support of the control and governance agenda.
- Demonstrate leadership and accountability for managing risk and strengthening controls in relation to the work your team does.
- Demonstrate comprehensive understanding of the organisation functions to contribute to achieving the goals of the business.
- Collaborate with other areas of work, for business aligned support areas to keep up to speed with business activity and the business strategies.
- Create solutions based on sophisticated analytical thought comparing and selecting complex alternatives. In-depth analysis with interpretative thinking will be required to define problems and develop innovative solutions.
- Adopt and include the outcomes of extensive research in problem solving processes.
- Seek out, build and maintain trusting relationships and partnerships with internal and external stakeholders in order to accomplish key business objectives, using influencing and negotiating skills to achieve outcomes.