Senior Project Manager

Transcription

1 Principles Vision Purpose Statement Senior Project Manager healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing value to our customers through: Lower cost Standardized system and processes Reducing variation or rework Quality and innovation To be the first choice shared service provider in New Zealand. Partnership Developing lasting partnerships through collaboration, working to a common goal, facilitating joint solutions within our means, recognising and celebrating success, open communication to share knowledge and information Respect for people We respect others by; developing trust by being open and honest, listening to and understanding others views, valuing everyone s contribution, celebrating diversity and have fun and enjoy what we do as a team Integrity We show integrity by; leading by example, open, fair, honest and transparent in everything we do, courage to speak up and challenge when things don t seem right, act ethically and professionally at all times, can do, will deliver our promises, obligations and commitments Delivering Results We deliver results by; delivering exceptional results through high performance teams, enhance the customer experience, continually improve and add value, being action orientated, responsible and accountable, providing consistent and reliable services Energised by Innovation We are energised by innovation when we; encourage forward thinking ideas and challenge status quo, measure our performance and see it as an opportunity to learn and grow, creating positive change by developing smarter ways to work, empowering people to maximise potential. Our principles define the expected behaviour of all staff and guide us on the behaviours that are important to us as an organisation. They underpin the way we do things at healthalliance, defining how we strive to move towards our vision. Dated: Sept

2 This position description provides an indicative outline of the purpose and key responsibilities and tasks of the role. Title and Reporting Relationships Position title: Senior Project Manager Reporting to: Location: Programme Manager or Portfolio Manager Primary Location: Auckland Work may be undertaken across all Health Alliance Northern region locations, so occasional travel will be required. Purpose of the Role Senior Project Managers are expected to have the ability to apply project management methodologies, in order to deliver a wide range of complex project(s) in technologies or business aspects which they may or may not have had any previous experience. Senior Project Managers will be able to successfully deliver complex projects in the range of $3-10M, successfully utilising virtual teams of FTE DHB & ha Staff, in conjunction with associated 3 rd party suppliers. Senior Project Managers are expected to be leaders in developing and motivating virtual teams. Personnel Dimensions (Employees reporting to this position directly and indirectly) Number of Staff: Direct: NIL Through subordinates: Total: NIL Key Relationships People and organisations both inside and outside of the company that this position would be required to manage relationships with. Internal Stakeholders ha executive leadership team ha project teams ha support & operations teams ha solutions delivery teams All ha staff External Stakeholders DHB Portfolio / programme / project sponsors and related Stakeholder groups DHB Information Managers (including CIO s) Suppliers & Vendors HBL MOH Position in Organisation Dated: Sept

3 Chief Information Officer Director of Project Delivery Programme Manager or Portfolio Manager Senior Project Managers Key Responsibilities and Tasks Expected Outcomes Adding Value to Delivery Adding Value and benefits through appropriate delivery governance and control. Eliminating duplication and improving delivery efficiency. Project Delivery Deliver outcomes and benefits (through change) related to the organisation s strategic objectives Clearly identifying project purpose, deliverables, and intent of the Projects. Ensure the Project is formed to create and add value to the delivery activities Monitoring project delivery to ensure the benefits are not eroded over time Obtain Value and benefits by controlling, assisting and streamlining delivery activities Adding value through the reduction of organisational and delivery risk Adding value through clarity of direction and aligning of people Plan, monitor and control the delivery of a number of individual projects or a single, large, complex project Liaise with relevant owners, portfolio delivery managers, programme managers, architecture and investment planning teams to scope, initialise and deliver the project(s) Liaise with resource team leaders and relevant delivery partners to secure appropriate resource and commercial agreements Ensure project quality by following project Governance Models (supported by the EPO) Assume full project lifecycle responsibility from Concept to Close for end-to-end business outcomes Manage delivery resources and ensure appropriate testing, development and training are conducted Forecast the Project(s) resource needs and secure appropriate levels of resource Facilitate cooperation and coordination between stakeholders Escalate and resolve performance issues of resources with line managers Monitor Project compliance with architecture, financial, delivery, security and operational delegated authorities Work alongside the EPO and system business owners to ensure change is managed effectively Dated: Sept

4 Ensuring appropriate Governance Continually ensure sound Project Management practices are followed. Managing Project Financials Ensure effective management of Project Finances for the full project lifecycle. Manage variations and ensure stakeholders are regularly kept up to date with the financial position. Ensure no surprises for all stakeholders Ensure standard project governance methodologies are applied (Prince2, PMBoK etc) Ensuring the appropriate Roles & Responsibilities are established and understood. Ensuring appropriate monitoring controls for Scope, Time, Cost, Quality, Risk, Stakeholder & Team Management are in place and utilised Continually ensure sound risk management practices and appropriate implementation of mitigation strategies throughout the project lifecycle. Including: Risk Identification, qualification and handover of operational and organisational risks as a consequence of project delivery Enabling Sponsor and stakeholder decision making Manage the forecasting of project finances over time Track Project actuals against forecasts spend Report Project Estimates At Completion against Project Budget on a monthly basis Raise financial risks and variations in a timely manner Develop a no surprises culture within extended project team(s) Where required, train, develop and/or escalate individuals or behaviour who deliver to the project(s) Develop trust within the DHB that your project(s) will consistently and accurately manage project costs Manage Internal & External Relationships Establish and maintain positive partnerships with DHB sponsors, business owners, health information managers and the internal healthalliance teams. Develop trust and confidence in your ability to consistently deliver projects Contribute positively to Departmental financials DHB sponsors, Health Information Managers and Business Owners report a high level of confidence in the project team s ability to deliver the project(s) Provide Leadership to staff members through mentoring and assisting Ensure appropriate formal and informal communication is delivered in a timely, accurate and open manner to build DHB trust and understanding Communicate with all stakeholders to maintain high awareness levels. Develop long term relationships with core DHBs and other groups within HA that deliver services to those core DHBs Manage DHB expectations of regarding project change control and variations Liase with Resource Team Leaders to obtain and agree project resourcing. Manage effective and efficient resource allocation Minimise wastage and down time Ensure high personal billable utilisation Assist with greater project teams utilisation Qualification, Experience and Training Requirements What is the typical background required to competently perform the responsibilities of the job? Essential is the minimum acceptable level for entry. Preferred indicates the desirable level, but may also expand on the nature, eg: industry related, level of previous supervisory experience Essential Dated: Sept Preferred Experience / Qualifications Business management

5 Knowledge and experience of project management and project management methodologies Project Management certification Knowledge and experience in business process change Outstanding levels of competence dealing with business sponsors, project managers and others who have the ability to affect the outcome of projects Skills Minimum 5 years delivery of complex projects to time, scope, quality and budget targets Budget management of Project Opex and Capex Minimum of 5 years of strong people management skills across diverse personality types Strong written and verbal communication skills 3 years of proven ability to communicate and work with senior executives 3 years worth of proven commercial skills and experience in dealing effectively with suppliers and partners Attributes/behaviours Superior drive and commitment to deliver to expectations and ensure success. Flexibility, to enable participation in multiple teams at differing levels. The ability to lead by influence rather than direct management. A collaborative/collegial approach, seeking buy in and participation from multiple stakeholders qualifications or experience COMPETENCIES FOR THE ROLE Learning on the Fly Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenges of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything. Priority Setting Standing Alone Perseverance Spends his/her time and the time of others on what s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. Will stand up and be counted; doesn t shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an or position; is comfortable working alone on a tough assignment. Pursues everything with energy, drive and a need to finish; seldom gives up before finishing, especially in resistance or setbacks. Dated: Sept

6 Interpersonal Savvy Relates well to all kinds of people-up, down, and sideways, inside and outside the organization; builds appropriate rapport; build constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably. Customer Focus Is dedicated to meeting the expectations and requirements of internal and external customers; get first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gain their trust and respect. Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn t misrepresent him/herself for personal gains. OPTIONAL: POSITION SPECIFIC POSITION RELATED COMPETENCIES Indicates the specialist skills and behaviour required for the role Note: The position needs to reviewed by both parties annually. Signed as current and agreed: Manager Employee Dated: Sept