interdependencies. Ensuring that projects are delivered to established timeframes and budgets. • The role will develop strong collaborative relationships with stakeholders and maintain a strong customer focus. Key customers include both House of Commons and House of Lords. Their (sometimes conflicting) needs must be given significant consideration throughout the full life-cycle of the projects. • The role will have team management responsibilities and will build a high-performing, engaged, empowered and diverse team. This includes fostering an inclusive culture and creating a learning environment. KEY ACCOUNTABILITIES • Inform the establishment of a clear governance framework and reporting regime. • The significant contribution to the creation of a high-performance culture that promotes and builds inclusivity, diversity, development and continuous improvement. • The identification, management, optimisation and delivery of all project interdependencies to time, quality and budget. • The identification, monitoring, management and mitigation of project risks and issues. • The recruitment, management, development and creation of a high-performing team that significantly contributes to the delivery of the Strategic Estates projects and programmes. • The strategic development of ongoing operations, standards, processes, procedures, in-line with the organisation life-cycle and best practice. • The development of a continuous improvement and working culture that embeds the organisation’s core values and behaviours. KEY RESPONSIBILITIES Specialist functional responsibility • Governance & reporting. Informing the establishment of a clear governance framework and reporting regime. The co-ordination of reporting from projects, analysis of performance at both project and portfolio level, presentation of information that is fit for purpose for a variety of governance bodies. • Planning, scheduling & resourcing. The identification, management and delivery of all project interdependencies to time quality and budget. The analysis of resource utilisation across projects, making recommendations for opitmisation, improving diversity, maximising return on investment, addressing skills shortages, encouraging collaboration and building people development opportunities. • Risk & opportunity management. The identification, monitoring/management, mitigation, and reporting of risk at project and programme level and their interdependences. Planning and co-ordinating the response to issues impacting the project portfolio.
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