Level AH andover and closeout Handing over the final project deliverables to the sponsor and by 81jnAQ


									This role description is part of a wider P3M job set which can be viewed in the P3M
Resource Centre or the Health Informatics Career Framework:


This generic role description is based on the minimum competences required to
undertake this role. It can be used in recruitment, skill mix reviews, career
progression and team development or restructuring. It must be expanded to
include any specialist or local knowledge and skills required, any background
information or description of work to be undertaken which is not included in this
generic template. The competences have been derived from a variety of sources,
including the Association of Project Management, Skills Framework for the
Information Age and National Occupational Standards. More information, including
indicators, on these competences can be accessed through the P3M Resource
Centre under “Full list of APM competences”.


Career framework                                     For more details of Career
level:                                              Framework Levels see below

Job Title:    Programme Lead

Department:                                             Reporting to:

Responsible for:                                        Location(s):


The Programme Lead will manage a number of large and complex related
projects and business as usual activities to achieve a beneficial change in
line with the strategic goals of an organisation, by coordinating delivery of
those projects and activities, business change and benefits realisation

The programme will include projects likely to be highly complex and
possibly high risk in nature and will have involvement across a range of
organisations / services /stakeholders at a regional and/or national level.
The Programme Lead will ensure that, through all relevant programme and
project management staff, all projects produce the required deliverables
within the defined quality, time and cost constraints and to facilitate full
realisation of benefits defined in the business cases.

The role is also responsible for advocating the programme to executives to
secure all programme related resources, and to be the senior point of
contact between programme board and project management staff.


       Assuring governance and quality of the programme
       Business Change & Benefits management and realisation
       Business case development
       Programme plan development
       Monitoring and controlling
       Resource management
       Risk and issue management
       Stakeholder management / communications
       Strategic alignment of programme dossier to achieve organisational


The following list of competences is a guide to the skills and knowledge required
for this role. The competences are form the Association of Project Management’s
Competence Framework which can be found on the on the P3M Resource Centre
under “Full list of APM competences” (NWW access required)

Applicants should ensure that they are able to provide evidence to the required
level for each competence. A recruitment checklist has been developed to help in
shortlisting and interview which can be found on the P3M Resource Centre under
“Recruitment checklist”

    COMPETENCE                             DESCRIPTION                                LEVEL
Business case       Understanding of the content and is prepared to write a        Level A
                    business case on behalf of the sponsor according to the
                    agreed standards which provides justification for
                    undertaking a project, to obtain management
                    commitment and approval for investment in the project.
Communication       Giving, receiving, processing and interpreting of              Level A
                    information, acknowledging own personal style of
                    communication and the impact it has on others.
                    Information can be conveyed verbally, non-verbally,
                    actively, passively, formally, informally, consciously or
Conflict            Identifying and addressing differences that, if                Level A
Management          unmanaged, would affect project objectives. Preventing
                    differences becoming destructive elements in a project
Corporate           This concerns those areas of corporate governance that         Level A
governance of       are specifically related to project or programme activities,
programme/project   ensuring that an organisation’s project and programme
management          portfolio is aligned to the organisation’s objectives, are
                    delivered efficiently and are sustainable. It also includes
                    the determining and applying of appropriate standards
                    and methods to minimise health, safety and
                    environmental damage risk during the programme and
                    the operation of its deliverables.
Handover and        Handing over the final project deliverables to the sponsor     Level A
closeout            and users and finalising all project matters, carrying out
                    final project reviews, archiving project information ad
                    redeploying the project team

Leadership            The ability to establish vision and direction, to influence      Level A
                      and align others towards a common purpose and to
                      empower and inspire people to achieve project success. It
                      enables the project to proceed in an environment of
                      change and uncertainty
Negotiation           Searching for agreement, and seeking acceptance,                 Level A
                      consensus and alignment of views, both formally and
Organisational        Understanding , identifying and defining the                     Level A
structure and roles   organisational structural environment in which the project
                      is taking place and the organisational roles performed by
                      individuals and groups within the project, including
                      hierarchical structure, accountabilities, relationships and
                      decision-making responsibilities
Programme             The identification, planning and coordination of a set of        Level A
management            related projects within a programme of business change,
                      to manage their interdependencies in support of specific
                      business strategies. The maintenance of a strategic view
                      over the set of projects, providing the framework for
                      implementing business initiatives, or large-scale change,
                      by conceiving, maintaining and communicating a vision of
                      the outcome of the programme. The vision, and the
                      means of achieving it, may change as the programme
Programme risk        Understanding, identifying and proactively managing              Level A
and issue             individual risk and issue events and overall programme
management            risk by minimising threats and maximising opportunities
Project success and   Satisfying stakeholder needs, measured by the success            Level A
benefits              criteria as identified and agreed at the start of the project.
management            Benefits management is the identification of the benefits
                      at an organisational level and the monitoring and
                      realisation of those benefits
Scheduling and        Determining the overall project duration, when activities        Level A
resource              and events are planned to happen, including the
management            identification of activities and their logical dependencies,
                      and estimation of activity durations, taking into account
                      requirements and availability of resources. Identifying and
                      assigning resources to activities so that the project is
                      undertaken using appropriate levels of resources and
                      within an acceptable duration
Scope Management      Identifying and defining the deliverables and work to            Level A
                      produce them. Identifying and defining the scope must
                      describe what the project will include and what it will not
                      include, i.e. what is in and out of scope

Stakeholder          The systematic identification, analysis and planning of       Level A
management           actions to engage with, communicate with, negotiate with
                     and influence stakeholders.
Behavioural          The element that separate and describe a person’s             Level B
characteristics      preferred way of acting, interacting and reacting in a
                     variety of situations. They complement knowledge and
                     experience and are a function of values, beliefs and
                     identity. They can be used in assessment, engagement
                     and career advice
Budgeting and cost   The estimating of costs and the setting of an agreed          Level B
management           budget, and the management f actual and forecast costs
                     against budget
Business analysis    The methodical investigation, analysis, review and            Level B
                     documentation of all or part of a business in terms of
                     business functions and processes, the information used
                     and the data on which the information is based
Business process     The planning, design, management, execution and               Level B
testing              reporting of business process tests and usability
                     evaluations. The establishment, clarification and
                     communication of non-functional requirements for
                     usability (for example, screen design/layout/consistency,
                     response times, capacity).
Estimating           Ability to produce estimates of project time and cost         Level B
                     targets which are reviewed and revised as necessary
                     throughout the project life cycle, possibly in liaison with
                     other functional areas and expertise
Implementation       The practical executing, monitoring and control of the        Level B
                     project management plan, where the design is finalised
                     and used to build the deliverables
Information          Using intelligence and presenting it in an appropriate        Level B
management and       format which includes the formal communication of
reporting            project information to stakeholders
Professionalism      Professionalism is demonstrating awareness and                Level B
and ethics           application of qualities and competences covering
                     knowledge, appropriate skills and behaviours. Ethics
                     covers the conduct of moral principles recognised as
                     appropriate within the project and programme
                     management profession
Team work            The process whereby people work collaboratively towards       Level B
                     a common goal, as distinct from other ways that
                     individuals can work within a group

Earned value     Using a project control process based on a structured        Level C
management       approach to planning, cost collection and performance
                 measurement to facilitate the integration of project scope
                 and time and cost objectives, and the establishment of a
                 baseline plan for performance measurement
Technology       Managing the relationship between available and              Level C
Management       emerging technologies, the organisation and the project
                 and managing the enabling technologies used to deliver
                 and manage the project, and the technology of the project
Benefits         Monitors benefits against what was predicted in the          Level D
management       business case and ensures all participants are informed
                 and involved throughout the change programme
Change Control   Creating, maintaining and controlling change of the          Level D
management       configuration throughout the project life cycle, ensuring
                 that all changes made to a project’s baselined scope,
                 time, cost and quality objectives or agreed benefits are
                 identified, evaluated, approved, rejected or deferred

The following are competences that have been developed to fulfil apparent
gaps in the current National Occupational Standards and competency
frameworks that were analysed as part of the wider P3M Improvement
Programme. These competences are still under development and are being
tested and reviewed accordingly.

Dependencies    Understanding and active management of the internal and               Level A
and critical    external linkages and inter-dependencies (e.g. political or
path analysis   legislative changes, structural or organisational plans etc)
                across programmes and/or projects, and incorporating any
                changes into the project/programme plan.
                Indicators           Ability to differentiate between external
                                     and internal dependencies and to prioritise
                                     these by importance/impact on the
                                     Awareness of dependences between the
                                     project/programme and its benefits and
                                     actively managing these in liaison with the
                                     Benefits Manager
                                     Ability to identify the critical path of tasks
                                     within a project/programme and to
                                     manage this
                                     Knowledge of risk and issue management
                                     processes and utilising these to ensure
                                     that all dependencies and the risks that
                                     these may pose to the project/programme
                                     are minimised
                                     Ability to appropriately take account of any
                                     dependencies during project/programme
                                     Knowledge of matrix management and the
                                     inter-dependencies that this way of
                                     working has
Service         Designing a new service/or model, or re-designing an existing         Level B
modelling       model to align with and deliver on policies or strategies, can
                be linked with other projects (e.g. new build, or to support a
                new care pathway, etc)
                Indicators           Ability to work with service staff and to
                                     facilitate senior management to help
                                     identify the best design of a new or
                                     changing service/model
                                     Ability to ensure all parts of the service
                                     area are aligned to the new or changing



LEVEL            APM DESCRIPTION             MAPPED TO                 SUMMARY
Level A   Can successfully execute all      Career       Displays extensive and substantial
          the indicators by directing the   Framework    experience and applied knowledge
          management of complex             level 8-9;   of the subject. Significant
          projects and/or programmes                     managerial experience and may be
          for an organisation or                         at the top of their profession in the
          functional unit                                skill area.
Level B   Has successfully executed         Career       Displays detailed knowledge of the
          most of the indicators by         Framework    subject and are capable of providing
          managing a complex project        level 5-7;   guidance and advice to others,
                                                         based on significant commercial
                                                         experience and qualifications
Level C   Has successfully executed at      Career       Demonstrates behaviours and
          least some of the indicators by   Framework    outcomes above the Awareness level
          management of a project with      level 3-5;   but have not had sufficient
          limited complexity                             opportunity or experience to put the
                                                         skill into practice to merit
                                                         Practitioner level
Level D   Has the knowledge required        Career       Ability to understand key issues and
          and may execute some of the       Framework    their implications and able to ask
          indicators in supporting a        level 1-2;   relevant and constructive questions
          project manager and or project                 on the subject. Are early in their
          team                                           PPM career or a practitioner of
                                                         another profession with some
                                                         involvement in PPM, or the subject
                                                         may not be a priority skill area
                                                         within their current role.


ESSENTIAL                            DESIRABLE
MBA or equivalent qualification or
At least 2 years experience in a     Programme management
programme management                 experience
At least 5 years experience of       MS Project
project management
Knowledge of using project and/or    Negotiation
programme management
Communication and information        Governance of programme
management                           management
Team management                      Programme and project reviews
Leadership                           Earned value management
Conflict management
Benefits management
Stakeholder management
Risks and issue management
Business case development
Budgeting and cost management
Commercial awareness


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