- Compliance Transformation (CT) ensures effective and efficient definition, planning, management and execution of global change programmes related to financial crime risk, supporting the FCR business teams and HSBC to meet its regulatory commitments. Financial crime risk covers key areas such as money laundering, sanctions and anti-bribery and corruption.
- Global Transformation Senior Project Managers plan, mobilise and direct projects of high complexity and scale from project definition to closure. They are responsible for the end to end planning and delivery of one or more projects proactively balancing scope, schedule, budget, risks, team, outcomes and benefits. Projects can be standalone or form part of a programme. They are responsible for deploying Global Transformation Project Management Framework and other Global Transformation Business Transformation Frameworks (BTF) within their project. They work closely with the Programme Manager to ensure alignment of their project with the wider change portfolio and the Group Strategy, Values and Behaviours. Senior Project Managers will often play a people / team management role within the projects / programmes they work on. As members of the Global Transformation management team, they may also have line or assignment management responsibility for a group of more junior resources i.e., Alongside project delivery responsibilities, the Senior Project Manager may have a line responsibility for a pool of Project Managers (people management, performance management, resource management and professional development).
Plans effectively around deliveryconstraints and optimises the plan to maximise benefits and minimise risk.Develops the plan within constraints, considering the delivery approach, keymilestones and dependencies within the plan, requirements and scope, effort andresources, budgets and quality
Ensures the baselined scope, requirements,benefits, schedule and budget are managed as outlined in BusinessTransformation Frameworks. Identifies and intervenes where there is slippageand variance from plan
Plans and analyses costs, trackingoperating and capital spend, and tracks reporting to financial business casecommitments
Oversees the tracking of project/srisk/issues/dependencies assesses theimpact on the benefit realisation for the project/s and takes action tominimise impact, actively challenging and removing obstacles
Influences and collaborates withstakeholder and delivery partners to drive the right project outcomes.Represents the project team at discussions regarding project prioritisation andto create buy-in for risk mitigation and contingency plan
Obtains sponsor and stakeholder buy in toplans, key commitments and changes against baseline as they arise
Obtains sponsor and stakeholder sign-offfor deliverables, formally closes project, assesses stakeholder satisfactionand captures feedback. Captures key learns from each project and feeds backinto Global Transformation methodologies and best practice
Articulates to stakeholders the targetedbenefits and takes joint responsibility for benefits realisation
Manages the sponsor, working with them toensure project deliverables are met
Plans and manages the implementation ofthe change, to ensure benefits are realised and that the transition fromcurrent state to target state is smooth. Ensuring that the organisation andother change audiences are ready, willing and able to function in the newbusiness environment
.Works closely with delivery partners onplanning, design and estimating, bringing together delivery partner teams;actively managing dependencies between these teams and other projects andprogrammes
Sets the pace and operating rhythm,driving a culture of achievement and ensures pace by identifying and removingbarriers to project success
Promotes pace and energy within the teamand leads by example
OperationalEffectiveness & Control
Produce a well-defined project plan inClarity, dictate the key milestones and assign responsibilities/resources
Demonstrates effective financial skills todevelop a detailed business case, including investments, detailed benefits andlink to overall finances of the business.
Develops and/or reviews estimates andestimating assumptions for the project’s schedule, effort, and cost usingestablished Global Transformation estimating models, best practices, and pastexperience
Mobilises the project team and allocatestasks and roles
Provides timely reports on project status,risks and issues, evaluating project performance based on managementinformation
Manages and reports on the project budget,acting on any variance
Manages and reports project risks, issuesand dependencies
Maintains project change control, ensuringany changes to baseline are managed through change request and all impacts areconsidered
Promotes and takes accountability forproject quality; identifies opportunities to improve delivery and oversees thegovernance process to reduce risk and ensure effective and timely decisions aretaken
Collaborates with stakeholders to definethe project strategy and develops a roadmap ensuring all constraints oftime/resources are met.
Ensures project teams follow quality assuranceprocesses and Transformation Business transformation frameworks. Ensuresgovernance processes and decisions are applied consistently, including:
Engaging the project sponsor andstakeholders effectively
Creation and running of effective SteeringCommittee, who make focused decisions, based upon accurate and timely status,performance reports. Using the committee as the first point of escalation.
Seeks project quality assurance, acting onrecommendations.
Plans and executes regular tollgates inline with BTF. Direct the project approach, staffing, responsibilities, andschedule to drive maximum productivity
- Management and control of change programme with ambitious goals and high change requirements
Defining the approach and dealing with complex requirements and unique projects – often one offinitiatives
- Management of stakeholders and sponsors
- Achieving benefits (cost reduction, revenue increase, strategic goals) set out in the business case
- Managing complex teams and working with multiple delivery and business partner teamsCapability and People Development
Identifies andshares the resource requirements ofthe programme,requesting the appropriate resource by skill set and/orexperience, through the Global Transformation resource management process. Workswith the businessand delivery partners to ensureadequate resource is provided to the programme
Efficient and appropriate use of resources forming an effective programme leadership team, with the right blend ofskills andgood working relationships
Ensures good project induction and orientation – i.e. the team understand the programme context; programme and workstream structure/content, stakeholder importance andhowthis links to HSBC strategy
Defines high level responsibilities and objectives for projectand programme teams
Provides regular constructive feedback andcoaching to individuals to improve their performance and support theirdevelopment and career progression. Hold 1:1 discussions at least once everyfortnight.
Acts as a role model to create andmaintain a collaborative team environment which supports and encourages theprofessionalisation and development of our teams
Maintain astrong focus on people development and ensure project resources receive anynecessary training and support, particularly on the Global TransformationBusiness Transformation Frameworks.
As a role model, encourage collaboration and teamwork within the programme and with other teams
Outside of the project context, the SeniorProject Manager will have line responsibility for a pool of Project Managers,typically this will involve, functional management, performance management,resource management and professional development, by setting and agreeingobjectives with the Line Manager and coaching as and when required
Drive a performance management basedculture to improve and drive efficiencies and performance including theeffective management of underperformers
Promotesthe Group’s Values and strategy by creating a positive work environment andpromoting teamwork to drive engagement
- The vision statement for Transformation is “To be the Group’s primary change partner, support the implementation of the Group Strategy and make change a source of sustainable competitive advantage for HSBC”
- Senior Project 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 Programme.
- The Senior Project Manager role is distinct from the Project Manager role in the scale and importance of the projects they manage. They may also have resource pool management responsibilities.
- The Senior Project Manager role is distinct from the Programme Manager role in the following respects: (a) projects will be large, but will not tend to have many sub-projects; (b) typically the complexity will be lower (e.g. single country or business impact); and (c) the Senior Project Manager will be expected to manage the whole project with a degree of independence and will tend to operate with less support from Global PMO.
- Senior Project Managers are required to lead the change initiative, take strategic decisions, operate at an executive level and manage stakeholder and sponsor relationships. Project governance must be established, including clear sponsorship, tollgates and steering committee. The jobholder will not be subject to close supervision, and will be expected to exercise independent initiative 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 Senior Project Manager
Thejobholder will be required to manage one or more projects with a high level ofcomplexity and scope.
- 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 global economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new processes. Effective and timely remedial action should be evidenced.
Observation of InternalControls
- 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.
- Programme Managers adhere to the Groups standard tools and methodologies :
GlobalTransformation Programme Management Framework
GlobalTransformation Project Management Framework and Agile ways of working
GlobalTransformation Change and Implementation Management
GlobalTransformation Initiation Framework
GroupStandard Business Case
Global Transformation tools like Clarity &Open Workbench
Knowledge &Experience / Qualifications
Excellent understanding of Global Transformation Business Transformation Frameworks, methodologiesand best practice techniques
A thorough understanding of the purpose, values,culture and fundamentals of the Global Transformation
Outstanding understanding ofHSBC Group structures, processes and objectives
Strong understanding ofbanking / HSBC and understanding of how change drives benefits for HSBC, its customers and other stakeholders
Very strong knowledge ofthe external environment –regulatory, political, competitors etc.
Understanding of thedelivery organisations within HSBC – global mindset, understanding ofdeliverypartners etc.Experience
Proven ability toworkacross regions whilst maintaining a global perspective
Demonstration ofcommerciality with strong financial acumen
Proven ability toworkwith senior stakeholders and business sponsors
- Evidence of ability to make key strategic decisions
Delivery oflarge scale complex programmes at pace,developing high performing interchanging teams to support delivery at each stage
- Strong people and team management experience
- Proven implementation, change management and benefits realisation experienceCapabilities
- Planning and Plan Management
- Portfolio Definition and Planning
- Process Re-engineering
- Risk and Issues Management
- Global Mind-set
- Customer Empathy
- Decision Making
- Lead Self and Others
- Business Analysis and Design
- Business Case and Benefits Realisation
- Change and Implementation Management
- Financial and Budget Management
- Tracking, Reporting and Governance
- Stakeholder Management
- Impactful communication
- Resource and Team Management
- Delivery at Pace
- Embracing change
- Achieving excellence
- Problem solving and Critical Thinking
- Innovation and Idea ManagementQualifications and Accreditations
- Prince2 - Optional
- PMP training or Certification - Desirable
- Managing Successful Programmes (MSP) - Desirable
Any relevant local banking qualifications such as ACIB (Associate ofthe Chartered Institute of Bankers)
As a business operatingin markets all around the world, we believe diversity brings benefits for ourcustomers, our business and our people. This is why HSBC is committed to beingan inclusive employer and encourages applications from all suitably qualifiedapplicants irrespective of background, circumstances, age, disability, genderidentity, ethnicity, religion or belief and sexual orientation.
We want everyone to beable to fulfil their potential which is why we provide a range of flexibleworking arrangements and family friendly policies.