The Project/Program Manager

The below essay was found on Linkedin, as a job description for a transformation project manager.. I share it as a comprehensive yet clear definition of Project Manager..

The Purpose

Global Change Delivery Project managers plan, mobilise and direct projects of medium to high complexity and scale from inception to closure. 

They are typically responsible for the end to end delivery of a single project or workstream of a larger project or programme, proactively balancing scope, schedule, budget, risks, outcomes and benefits. 

Projects can be standalone or form part of a programme. They are responsible for deploying the company’s Project Management framework and other Global Change Delivery frameworks within their project. 

They work closely with Programme Managers, Senior Project Managers and Global Portfolio Management Office to ensure alignment of their project with the wider change portfolio and the Group Strategy, Values and Behaviours.

Project Managers may support 'small changes' by providing oversight and guidance to multiple smaller initiatives within a priority market.

Role Context

The Project/Program Manager role is distinct from the Senior Project Manager role in the scale and importance of the projects they manage and resource pool responsibilities. 

The Project/Program Manager role is distinct from the Associate Project Manager role in their level of experience and independence as a project manager.

Project/Program Managers manage change through projects which are established to deliver a specific outcome, on time and on budget. 

The projects will typically have a clearly defined output, fixed start and end date with a well-defined development/delivery path. Projects may be stand alone or part of a Program.

Project/Program Managers are required to take decisions and lead change initiatives and on occasions manage stakeholder and senior management relationships. 

Project governance must be established, including clear sponsorship, tollgates and steering committee. 

The jobholder will:

• Not be subject to close supervision, 
• Be expected to exercise independent initiative and judgement in proactively overcoming obstacles to success,
• Dealing with uncertainty and changing circumstances, such as interdependencies, opportunities or risks. 

He / She will be expected to adopt an agile and flexible approach to work and an outstanding level of professionalism and conduct.

The role holder will operate within the usual authority limits for a Project Manager

Management of Risk

The jobholder will also continually reassess the operational risks and likelihood of operational risk occurring. This will be achieved by reviewing risks associated with the role and inherent in the business, taking account of changing economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new processes.

The jobholder should then address any areas of concern in conjunction with line management and/or the appropriate department.

Observation of Internal Controls 

(Compliance Policy / FIM requirements)

The jobholder will adopt the Group Compliance Policy by escalating any identified compliance risk in liaison with, Global Compliance Officer, Area Compliance Officer or Local Compliance Officer. The term ‘compliance’ embraces all relevant financial services laws, rules and codes with which the business has to comply.

Senior Project Managers adhere to the Groups standard tools and methodologies :

• Global Change Delivery Program Management Framework
• Global Change Delivery Project Management Framework (RBPM)
• Group Standard Business Case
• Clarity