Programme Manager 1

Job Purpose
To manage a portfolio of projects that deliver solutions in business or technology. To work as part of the change team to implement large scale organisational changes. Lead a team of project managers.


Reports To
Business Manager or Enabling Function Executive or Business Information Officer



Manage a portfolio of projects
 Ensure alignment between business unit objectives and the portfolio of change. Enlist senior management commitment as sponsors for all of the changes.
 Guide the prioritisation and categorisation of change initiatives in the portfolio.
 Identify and leverage common goals between different change initiatives that have been planned, for the assigned portfolio. Provide guidance to the business on ensuring integration between the objectives and the coordination of timelines and change impacts.
 Direct execution of deliverables of the project teams and ensure that change and project governance is adhered to.
 Plan and monitor the utilisation of resources across the change portfolio including business resources, external consultants, contractors and other vendor resources. Work with the project teams to update resourcing forecasts on a monthly basis.
 Develop portfolio dashboards that monitor the delivery of all the projects in the portfolio including showing the interdependencies and the consolidated change impacts. Together with change specialists, ensure that journey maps and change and communication plans are developed for all the projects.
 Review the overall risk and issue logs for the portfolio. Identify systemic issues. Highlight key and common risks to the business owners of the changes. Engage with project and programme boards to ensure adequate understanding and participation in resolving risks and issues.
 Conduct quality assurance with project managers at intervals during the projects to ensure quality of output in the planning, risk management and execution of projects.
 Review and participate in the approval of project business cases to determine the adequacy of the resource forecast and the accuracy of assumptions used for the financial calculations on the cost and benefit sides.
 Mobilise project business owners to help them understand their key roles in sponsoring the changes from a financial as well as people impact perspective. Support the efforts of the business owners to develop the business cases and provide expert input into the delivery planning and resource forecasting.
 Call in support from colleagues in Finance for complex or expensive business cases to ensure that the benefits case is adequately challenged and sound. Monitor ongoing project spend against delivery milestones and highlight all key concerns of overshoot to the project owners.
 Monitor benefits realisation across the change portfolio and develop corrective actions