MAIN PURPOSE

To programme manage the Asset Management Viability and Community asset review programme as commissioned by the Council.

The Programme Manager will have dual reporting lines to the Strategic Property Manager and the Programme Management Office (PMO).

CONTEXT

The Council's corporate programme for 2020/2021 has been reviewed and reset. The corporate programme brings together the priority activity to drive the Council's ambitions outside of usual service delivery.

The requirement for programme documentation has been established to ensure the right information is provided in a consistent format to enable resource planning and interdependency mapping (along with stakeholder and engagement planning).

As a result, a range of additional resource has been identified to enable the delivery of key programmes.

PROGRAMME MANAGER ROLE

To manage and enable the delivery of projects within the commissioned programme ensuring the programme objectives are met.

To work with the PMO and service area to adhere to requirements for programme set up, monitoring, reporting, stakeholder engagement, risk and issue management and delivery. Minimum requirements include:

• Programme/Project Brief
• Programme Initiation Document
• Delivery Plan
• Highlight Reporting (including risk and issue management)
• Closure Reporting

To work with the PMO to identify and manage project and programme interdependencies and have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these.

KEY FACTORS

Alignment; The programme must support the higher level vision, goals and objectives.

Assurance; Verify and challenge the programme, ensuring adherence to standards and alignment with the strategic vision.

Management; Ensure there are regular reviews, there is accountability, and that management of projects, stakeholders and suppliers is in place.

Integration; Ensure that component parts fit together properly to make the intended whole. Optimise performance across the programme value chain.

Finances; Track basic costs together with wider costs of administering the programme.

Governance; The structure, process, and procedure to control operations and changes to performance objectives. Governance must include a set of metrics to indicate the health and progress of the programme in the most vital areas.

Infrastructure; Allocation of resources to influence the success of the programme.

Planning; Develop the plan bringing together the information on projects, resources, timescales, monitoring and control.

Improvement; Continuously assess performance; research and develop new capabilities; and systemically apply learning and knowledge to the programme.

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