project Issues, Dependencies (RAID) logs, Dashboard reports and highlight reports are developed and maintained, including: plans, Risk, Assumptions, i) Identify and monitor project risks and issues and maintain overview of their potential impact on the wider programme; ii) Develop mitigating actions and escalate as appropriate. • Identify the need for and set appropriate project assurance within the framework outlined in the Integrated Assurance and Approvals Plan (IAAP) to support good governance and scrutiny through project Healthchecks and Gateway Reviews. • The ability to prepare, develop, commission and update business cases to justify the initiation and continuation of projects in terms of benefits, value for money and risk. • Management of project budgets; gaining sign off from stakeholders including Finance and Project/ Programme Boards as required. • Generation of accurate, relevant and timely reporting to enable progress to be tracked centrally. • Embedding monitoring, evaluation and benefits realisation within the project, and importantly stabilising the hand-over into business as usual (BAU) • Providing reports to the delivery’s associated Boards, their meetings as and when required to support effective governance and decision making. • Sharing best practice with, manage and mentor other members within the projects and programme professional community. • Provide constructive support to the wider PMO function associated with the delivery of the Programme. Across these broad elements there is a general requirement to carry out other duties, working independently and as a member of the wider team, on behalf of JIC consistent with the grading of the post, and as agreed with the line manager, any other duties commensurate with the nature of the post.
THE ROLE
Main Purpose of the Role The Programme Management Office (PMO) within JIC is established to deliver the JICTSL Next Generation Infrastructure (NGI) programme of work involving various physical and soft projects, and business change/ improvement activities across the organisation. The impact will primarily be across JIC and TSL who are joint principal stakeholders responsible for delivering the shared benefits. The Senior Project Manager will be responsible for leading the implementation of a full lifecycle project or multi projects and business improvement activities, which may be part of a wider programme across the JIC businesses, its partner organisations, community and stakeholders. This appointment will also contribute towards the Programme Office vision of developing as a professionally organised and appropriately resourced department that directly supports and contributes to the delivery of the JIC- TSL NGI strategic aims and objectives. Key Relationships Post holder will work closely with stakeholders from across JIC / TSL and the wider park as well as the consultant design team and any contractors that are appointed to the programme of work.
Main Activities & Responsibilities As a senior member of the Programme Office pool of resources, provide support and contribute to the delivery of JIC-TSL NGI strategic aims and objectives by: • Day-to-day project management of a project or multiple projects throughout the full lifecycle from inception through to close; potentially working within a wider programme of work, including: i) Delivery Leadership - create project plans and lead projects to deliver agreed outcomes within time, cost and quality constraints; ii) Project Management - Set project controls, design the project structure appropriate to stage, select and apply appropriate delivery methodologies and report against control measures and milestones; iii) Change Management - Ensure effective change management processes are in place to agree and document changes to deliverables as agreed with stakeholders; iv) Business Cases - identify where new business cases are needed to support the overall development programme, coordinate development and sign-off of Business Cases; v) Resources - identify and schedule resources and manage resources to deliver projects;
• Supporting and deputising for other senior members in the construction projects workstream, such as the Project Director and the Programme/PMO Manager. • Management of stakeholders to define scope and objectives, addressing issues with senior stakeholders ensuring they are fully engaged and able to support delivery, including: i) Identify key stakeholders and develop effective relationships; ii) Management of stakeholder relationships, including regular, appropriate and timely communications throughout the project. • Coordination of multi-disciplined teams, both internal and third party, to achieve the project deliverables to schedule, to budget and to the required quality, including: i) Being a champion for continuous improvement, not only for the project or programme but also for JIC and the wider stakeholder organisations. ii) Line managing, mentoring and nurturing in-house support staff and providing ‘on- the-job’ training to more junior members as required to promote continuous improvement of the team. • Ensuring appropriate processes and project documentation are established, including
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