Appointment of Programme Director for JIC Next Generation Already proven at a senior level, you will know exactly what is required to lead project teams and drive performance standards to deliver complex projects on time and within budget. It is essential that you have broad experience of managing medium/large capital and transformational change projects/programmes of £50m+ involving MSP, PRINCE2, or similar, along with a proven track record of the successful delivery of the full project life cycle across multiple departments. Duties & Responsibilities Responsible for developing the Treasury Green Book Business Case, leading the procurement and appointment of key project consultants and design team, be responsible for managing construction activities, present project reports and update members on current project issues. Reporting directly to the JIC Director and Programme Board, it is proposed that the Programme Director will carry out the following key, high-level functions: • Manage, co-ordinate and lead the Programme in conjunction with the Programme Board and the Primary Sponsors on issues highlighted by the Primary Sponsors and Project Board. • Review and develop the Programme Brief and ensure it clearly reflects Programme objectives and the strategic requirements of the stakeholders and is agreed by users and the Programme Board. Exercise similar responsibility for the individual projects within the Programme. • Develop and review the Programme organisational structure and ensure that it is clear and coherent, adequately resourced. • Interface with business as usual (operations, science leads) in respect of benefits and strategic stakeholder engagement. • Manage and lead project and 3rd party resources on and off site to maximise their contribution. • Oversee and approve the preparation and development of the business case and budgets for approval by the Board; take responsibility for the Programme budget. • Own and submit the Treasury Green Book compliant Business Case to the Programme Board for approval • Formalise the funding arrangements agreed in principle with the Primary Sponsors. • Monitor and lead progress of the Programme at a strategic level through the development of agreed progress and reporting procedures that extend to individual projects. • Monitor delivery of the Programme objectives taking appropriate action where necessary to ensure their successful delivery. (Monitoring and delivering progress at an operational level is the responsibility of individual project managers). • Ensure Programme and Project risks have been correctly assessed and are being effectively managed. • Ensure that the Programme and Projects are subject to review at appropriate stages principally at the key decision points identified for the OGC Gateway™ Process and at other points the Project Board considers necessary; give effect to any recommendations or concerns from these reviews.
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