PROGRAMME MANAGER Position Description

Transcription

1 Date: December 2018 Job Title : Programme Manager Term : 12 Months Fied Term Department : Strategic Capital Programme Location : Primarily based at North Shore Hospital campus and other Waitemata DHB facilities as determined from time to time. Reporting to : Senior Responsible Officer Direct Reports : As per project organisation chart Functional Relationships with : Internal Strategic Capital Programme Team Senior Responsible Officers Waitemata DHB Staff & Project Steering/ User Groups Waitemata DHB Provider Arm General Managers Clinical Heads of Departments Operations Managers Programme Managers Project Managers Facilities & Development Group Facilities Management Team Financial management and procurement teams Property Management Team Occupational Health & Safety Services Eternal Steering Group stakeholders Independent Evaluators Local Authorities and Compliance Agencies Specialist Professional Consultants/Contractors WDHB Contractors and Sub-contractors healthalliance Purpose : Lead a significant and challenging programme of capital works and ensure all deliverables assigned by the Senior Responsible Officer (SRO) are implemented. Specifically this role is responsible for: o delivering a detailed business case and associated documents to meet the Capital Investment Committee timeframes o overseeing the work of internal and eternal project managers or specialist advisors on programme facilities development and

2 o construction projects ensuring all programme workstreams / projects are fully scoped and resourced, quality assurance and risk management systems are in place, all projects are interfaced with key stakeholders and the Steering/Governance Groups for the programme are supported and kept informed. KEY TASKS EXPECTED OUTCOMES Programme leadership Develop and implement, in conjunction with SRO and key internal and eternal stakeholders, a programme framework to deliver the programme deliverables Develop and implement strategies and tools to ensure workstreams are scoped and resourced, effective stakeholder engagement and successful management of change to achieve programme aims Establish reporting, quality and risk management systems and processes for all workstreams within the programme Manage the interfaces across all project workstreams (including the facilities component) and the provider arm to ensure the timelines and dates for projects achieved Work closely with Facilities and Development Project Manager to provide the appropriate project structure to support the short and long term programmes. Project Leadership / Change Leadership Act as the primary contact for the service for all matters pertaining to the programme ensuring that appropriate parties are consulted on key decisions Identify all the clinical and non-clinical services and infrastructure needed to support service delivery in the facility and establish the relevant work streams to provide these For each workstream define the key deliverables, activities and timelines that align with the overall build and commissioning timeline Identify and address issues and interfaces between workstreams that need to be resolved Regularly monitor, track and report on each workstreams progress Provide advice & support to other project workstreams Deliver projects to the agreed standards of time, cost and quality Develop the required documentation relating to assigned responsible areas, which may include business cases, project

3 KEY TASKS Manage Programme/Project Operations Ensure that effective written and verbal communication is used throughout projects EXPECTED OUTCOMES briefs, models of care, functional/design briefs, schedules of accommodation, contingency plans, stakeholder and impact analyses, issues and risk registers, communication plans, workstream checklists, commissioning timelines and all associated reports Work with the project manager, SRO, end users, stakeholders and others to develop the contents of required documentation. Ensure documentation reflects the requirements of the service & hospital operations. Balance competing demands and epectations between scope, time, cost and quality, and revise project plans or priorities as required Ensure project team members and stakeholders understand project objectives, scope and timing as well as any relevant environmental contet Monitor and track progress, and give early indication of any problems together with suggested ways of proceeding Engage the right stakeholders with differing needs and epectations through the right processes Work within the DHB s project management policies as appropriate to the project and as agreed with SRO Appropriately manage any conflicts of interest Ensure the development and maintenance of project plans that clearly identify the work/tasks to be done, who will do them, and the deadlines/timeframes Adapt project management tools, methods and processes to suit the contet of each project Clarify project objectives and problem definition Understand how much change is involved, who needs to change, and the best strategies for success Understand the risks and opportunities, taking a whole-of-sector approach Accurately plan and forecast the resources needed to achieve project outcomes Allow sufficient time for stakeholders and decision-makers to engage Agree the priority of tasks and projects with managers and sponsors. Lead or assist with change management processes as required. Maintain an effective flow of relevant information to satisfy the needs of the SRO, steering committees, project teams, end users and key stakeholders

4 KEY TASKS EXPECTED OUTCOMES Organise and facilitate meetings and workshops as necessary Report on status and progress of projects in accordance with WDHB programme reporting requirements Relationship Management Establish and maintain effective networks with the key stakeholders for projects, both within the organisation and eternally Communicate credibly, regularly and pro-actively Listen and understand others perspectives, objectives and risks, and translate them into useful information Know when to push back and how to do it appropriately Maintain the reputation and professional face of the DHB. Staff Management Clearly articulate project aims and plans and individual responsibilities to team members Provide regular and constructive feedback to project team members Delegate and allocate tasks appropriately Agree and implement individual development plans for team members Actively develop and improve the team s culture by promoting the organisations values and leading by eample Demonstrate change management skills, group participation and personal Support the project team, management, clinicians and other staff in the transition of change, ensuring a planned approach and business readiness development Actively participate in the team scope of works and contribute as required to the projects of aligned teams Mentoring Support good project management practice across the DHB Elicit broad perspectives, facilitate healthy debate, constructively resolve conflicts, and appropriately escalate issues that cannot be resolved within the project teams Help staff who manage other projects by coaching, feedback and support Use vision to ecite and engage others Other Projects that may be required by the SRO Statutory & Treaty of Waitangi obligations To recognise individual From time to time the programme manager may be required to complete associated activities/ projects as discussed and agreed with the SRO Ensure the professional and political integrity of WDHB by carrying out all functions in compliance of the Treaty of Waitangi and by demonstrating a serious commitment to keeping the treaty alive Show sensitivity to cultural compleity in the workforce and patient population Support WDHB H&S Culture by:

5 KEY TASKS responsibility for workplace Health & Safety under the Health & Safety Act 1992 & Amendments 2002 EXPECTED OUTCOMES Following, implementing & ensuring compliance of all H&S policies & processes Planning, organising & managing H&S activities directed at preventing harm & promoting wellbeing in the workplace Ensuring a safe working environment & safe working practices through the Safe Way of Working H&S system

6 Our Purpose, Values and Standards At the heart of Waitemata DHB is our promise of better care for everyone. This promise statement is the articulation of our three-fold purpose to: 1. promote wellness, 2. prevent, cure and ameliorate ill health and 3. Relieve the suffering of those entrusted to our care. At the heart of our values is the need for all of us to reflect on the intrinsic dignity of every single person that enters our care. It is a privilege to be able to care for patients, whānau and our community, a privilege that is sometimes overlooked in our day to day work. Our standards and behaviours serve as a reminder to us all about how we are with our patients and with each other.

7 PERSON SPECIFICATION POSITION TITLE: Programme Manager Minimum Qualifications Bachelor s degree (or equivalent) in a project management, construction, engineering, commerce, or related field Eperience 5-8 years eperience in direct project management in the construction industry of which 5 years is in large scale programme/project management 5-8 years eperience working in large comple organisations Eperience of managing or planning facilities services or capital projects in a multisite environment Project management eperience, with understanding of project drivers strategic, commercial, contractual and financial Previous eperience in managing a significant change programme Understanding of procurement and contract management principles and disciplines Understanding of the Health Sector Preferred Post graduate qualification 8-10 years eperience in project / programme management roles in large and comple organisations in the construction industry 10 years large scale programme/project management eperience Strategic Project management leadership eperience Epert knowledge of project drivers strategic, commercial, contractual and financial Public sector or health sector eperience Change Management eperience Staff management eperience Eperience of the Better Business Case methodology Technical Skills Basic Middle Epert Relationship management

8 Technical Skills Basic Middle Epert Logically structures and conveys ideas in a short timeframe Construction project management Contract management Procurement Commercial management Financial managment Risk management Verbal and written communication Budgeting and forecasting Compliance within a regulated environment Behavioural Skills Basic Middle Epert Customer focus Looks into and eeeds customer needs Innovative Strategic Commercially aware Analytical Influence & Negotiate Creates value by transforming current models, concepts and technologies into innovative applications Understands and delivers the vision and continuously adjusts to take the most efficient path to achieve the vision Understands what makes a business successful and appreciates the factors that influence success. Turns data into intelligence, identifies the hidden opportunities, risks and issues and finds alternative solutions to problems and substantiates case for best outcomes Persuades and convinces others to support an idea, agenda or direction Interpersonal Applies a range of interpersonal skills and approaches

9 Behavioural Skills Basic Middle Epert savvy and knows when to use what with whom Drive results Resourceful & resilient Leadership Delivers results and eceed objectives, displaying enthusiasm and purpose Continues to perform effectively when faced with time pressures, adversity, disappointment, or opposition Creates an inspiring vision of the future. Motivates people to engage with that vision. Takes responsibility and creates the environment for people to thrive and deliver the vision Self knowledge & development Is aware and understands own capabilities, character and motivations, and demonstrates the desire to continuously develop Integrity, ethic & values Judgement Is personally committed to eecuting specific tasks and achieving results for the group and for WDHB Quickly assimilates disparate information and makes rational decisions based on logical assumptions and factual information that take into account organisational priorities, available resources, and values. VERIFICATION Employee: Manager: Date:

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