Role Profile. Senior Project Manager Integrated and Smart Travel. Two Year Fixed-term / Secondment (public sector bodies only)

Transcription

1 Role Profile Role: Directorate(s): Contract: Salary: Purpose: Reports to: Key Role Outputs(KROs) these set out what must be achieved for the post holder to be successful in the role 1. Applied understanding of TfN s project and programme management standards and procedures in the areas of work assigned. Senior Project Manager Integrated and Smart Travel Integrated and Smart Travel Two Year Fixed-term / Secondment (public sector bodies only) Circa 50,000 per annum Manage the development and delivery of Integrated and Smart Travel programme and projects to time, budget and quality standards in compliance within agreed project management standards and procedures. The initial focus of this role is on developing projects which includes development of smart ticketing projects. Programme Manager Integrated and Smart Travel Key Actions These set out how the KROs will be achieved the activities required. Fully engage in all development and delivery activities as and when directed. 2. Ensure that appropriate Project Initiation Document for each designated projects are put in place. 3. Projects and programmes meet agreed Project and Programme Plan. Ensure Project Initiation Plans are produced, reviewed and approved kept up to date for each project including risk and issue management. Review progress by activity ahead of monthly progress meetings and identify delivery risks, opportunities and potential mitigation. Manage, and continuously monitor, specific projects and programmes to ensure satisfactory progress and consistent delivery of projects aligned to the agreed funding, outputs and timescales for those projects. Support the proactive management of stakeholder needs and expectations in relation to projects / programmes. Ensure problems and issues are effectively resolved. 4. Projects and programmes managed in compliance with agreed procedures and guidelines established by PMS. Undertake assigned duties and manage designated projects in accordance with Project Management Procedures and complying with all Standing Orders,

2 5. Secure approvals necessary to progress project(s) and programmes to the next stage of PMP. financial regulations, relevant legislation and other statutory requirements. Obtain the necessary internal and external approvals (Programme Board/Commissioning Board) consistent with current TfN s practices and procedures and negotiate schemes through the appropriate gateway process. 6. Undertake systematic project reviews and agree action plans to address issues raised throughout the project lifecycle. 7. Development and application of TfN s project and programme management processes in all areas of work assigned. 8. Manage the handover and review of completed projects. Reviewing milestone and progress for each project and maintain active review during the life of each assigned project. Take corrective action to resolve problems, identify and report developing risks and issues. Oversee the production of regular, up to date and accurate project reporting. Review complex information across a wide range of projects and disseminate in the form of understandable reports setting out proposals, plans and recommendations for consideration. Provide challenge and scrutiny on project performance and using persuasive communication skills influence external parties to deliver against project objectives. Routinely and rigorously assess assigned projects for their compliance with Project and Programme Management Procedures. Develop and refine TfN s project and programme management processes to ensure they are fit for purpose and continually meet partner and stakeholder. Fully engage in all development and delivery activities as and when directed. Ensure the smooth transition into use. Ensure reviews of projects post-handover with relevant stakeholders. Establish a support framework for operational departments following the handover of projects. Ensure lessons learnt are fed back into the Project lifecycle through Project and Programme Management Procedures. 9. Stakeholder communication strategies in place for designated projects and programme activities and stakeholders made aware of project progress. Establish and lead effective working arrangements with multiple internal and external stakeholders to provide guidance on the development of projects and programmes. Undertake public consultation and liaison on projects / programmes as necessary.

3 Lead on negotiations and acting as TfN s representation with External Stakeholders often at a senior level Ensure relevant key stakeholders are regularly apprised of project progress and activities and that they receive information promptly when required to meet their requirements. Measure, understand and respond to regular internal and external stakeholder feedback. Use feedback to continuously improve service quality. 10. Effective project and programme delivery teams. Take responsibility for setting detailed task briefs with key deliverables, monitoring progress and taking appropriate action to ensure performance against defined time, cost and quality criteria. Review commercial submissions and forecasts highlighting areas of risk and opportunity to the Integrated and Smart Travel leadership team and recommending mitigating actions 11. Secure and manage budgets necessary to progress project(s) and programmes to next stage in PMP. Obtain accurate cost estimates so as to enable schemes / programmes to be progressed through various technical design and implementation stages, seek internal and external (as appropriate) approval to these budgets. Undertake accurate monthly project reporting including costs, funding, schedule and risks and issues. 12. People management. Live by the vision and values of TfN, demonstrating clear leadership and providing a role model to staff across the organisation. Manage, motivate and empower a large number of staff within Programme Management Services and across the organisation Manage staff in accordance with the policies and procedures of TfN to ensure their performance and contribution are utilised to maximum effect in the delivery of key objectives. C1 Compulsory Outputs (COs) these set out what must be achieved for the post holder to be successful in the role Ensure you comply with all applicable organisational legislation and policy. Key Actions These set out how the COs will be achieved the activities required. TfGM/TfN s Safety Management System (In particular section SMS 201 Roles and Responsibilities) Dignity at Work policy

4 Risk management TfGM/TfN policies and procedures Equality and diversity legislation TfGM/TfN s Vision & Values Act in accordance with TfGM s/tfn s behaviours and competencies C2 Any other reasonable duties as required from time to time. Key Interdependencies Key Contacts Programme Director and Executive Sponsor Department for Transport National Agencies including Highways England, Network Rail and Office of Road Regulator TfN Executive Board & Partnership Board Senior Executives & Members of the various Combined Authorities, PTE s and Local Authorities across the North of England TfN s Central Programme Management team Transport operators Advisors and consultants Suppliers and standards organisations (eg ITSO, UKCA) Direct reports Budget responsibility Location None None Flexible across the North of England, but with a requirement to regularly work from our offices in Leeds.

5 Person Specification Senior Project Manager Integrated and Smart Travel (Knowledge, skills and experience required at selection stage) E E1 E2 E3 E4 E5 E6 E7 E8 DE DE1 DE2 EQ EQ1 EQ2 EA EA1 EA2 EA3 EA4 EA5 EA6 EA7 EA8 EA9 EA10 Essential Experience: Demonstrable post qualification experience of successful management of complex, multistakeholder projects using Prince2 methodology (or recognised equivalent) Demonstrable ability to manage stakeholder relationships Proven experience of managing consultants and other contributors to project implementation Demonstrable experience in writing and presenting both technical and progress reports in an accessible manner Demonstrable experience of co-ordinating and supervising multiple programmes of work Experience of developing strategies for continuous improvement and of project performance measurement Ability to compile clear and concise technical and non-technical reports for a range of political, professional and lay-person audiences Financial awareness and knowledge of cost management and control Desirable Experience: Experience of working in an multi-stakeholder environment Experience of working within the UK public transport or payments industry Essential Qualifications Technical, Vocational or educational: Degree or equivalent, Professional qualification in project/ programme management Essential Attributes: Ability to deliver under pressure and organisational skills Ability to demonstrate good leadership and problem solving skills Ability to objectively evaluate options and apply commercial and financial understanding Ability to respond effectively to considerable fluctuations in work levels, with complex deadlines and multiple internal and external stakeholders Excellent report writing skills with the ability to communicate at the highest levels and to deliver presentations to a wide audience Ability to work under pressure and react positively and creatively to an ever changing range of challenges to ensure the delivery of the objectives of multiple projects to deadlines and with external stakeholder influence Ability to analyse issues objectively and to formulate and rank creative and practical alternative strategies and proposals to inform strategic and detailed decision making Committed, tenacious and results driven Assertiveness and technical ability to challenge proposals to achieve results An understanding of the constraints and regulations when delivering projects

6 EA11 EA12 EA13 Ability to actively seek, identify and implement opportunities for continuous improvement in project delivery Approachable and confident decision maker A customer focused approach - an understanding of, and awareness of the appropriate response to, TfN s and external customers expectations

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