- Senior
- Escritório em London
Direct the program management of the appointed capital construction project(s) on site and coordination for the timely implementation of the program of works within project objective targets. Be accountable for delivery of program objective targets and coordinate the timely implementation of programs of work. Working closely with assigned BU/ Region and DPW HO GPPMD Portfolio Manager, provide program management leadership, including seeking opportunities, prioritization of projects/ programs and allocation of resources; For the appointed BU/ Region and DPW HO GPPMD Portfolio Manager, define how the outputs and outcomes of the program component the program components are expected to contribute to program delivery of intended benefits;
Work closely with the appointed BU/ Region and DPW HO GPPMD Portfolio Manager ensure that the outputs and outcomes of program components are effectively considered and communicated so that the program can effectively optimize the pursuit of its intended benefits and provide value; Monitor benefits realization (deliverables) of program components to ensure they remain tactically aligned to the program business case, liaising closely with the DPW HO GPPMD Portfolio Manager; Communicate closely with BU/ Region and DPW HO GPPMD Portfolio Manager and report to stakeholders to provide an integrated perspective on all activities being pursued across the program of work; Work closely with the BU/ Region and DPW HO GPPMD Portfolio Manager tailor program management activities, processes and interfaces to effectively address cultural, socioeconomic, political and environmental differences;
Direct and provide guidance to implementation team members on their coordination of program activities (for example civil/ engineering/ I.T./ security works) across all program components, work, or phases; Provide support to BU and regional due diligence teams to deliver on new projects within allocated region; Proactively assess and respond to risks spanning multiple components of programs of work; Resolve scope, cost, schedule, resource, quality and risk issues within a shared governance structure;
JOB ACCOUNTABILITIES:
- Early involvement and integrated cooperation for the development of Program Business Cases. Provide program management support to BU & Regional office to prioritize its projects and programs. Record planned and achieved outcomes to measure success of programs;
- Develop Program Charters to define the scope and purpose of a proposed program to obtain approval, funding and authorization;
- Develop Program Road Maps through chronological representation of the intended direction of each program. Depict key dependencies between major milestones/ benefits;
- Support Environmental Assessments through identification of enterprise environmental factors that influence, constrain or direct the program (e.g. identification of site selection constraints, sustainability goals) and support environmental analysis (e.g. feasibility studies and validation of assumptions);
- Drive Program Risk Management Strategy through delivery of high level risk registers and communication from pre-project phase onward
- Act as an ambassador for DP World at all times when working; promoting and demonstrating positive behaviours in harmony with DP World’s Principles, values and culture; ensuring the highest level of safety is applied in all activities; understanding and following DP World’s Code of Conduct and Ethics policies;
- Demonstrate and articulate what a safe working culture is and means. Applies these principles in the way work is done;
- Undertake Stakeholder Identification for program delivery team Organization Breakdown Structures and external stakeholders;
- Establish program management leadership and Stakeholder Engagement by building and motivating project stakeholders and engaged team, promoting collaboration to meet project objectives and adhere to their responsibilities and project milestones;
- Stakeholder Communication to ensure active engagement with stakeholders who are high in power and influence, e.g. Regional Offices, Business Unit ‘C suite’, local authorities and project enablers (consultants/ contractors).
- Ensure Program Governance Practices are implemented within allocated Program of works, including ensuring:
- Requisite Program Governance Plan is being implemented ensuring alignment with the PMI, PMBOK Knowledge Areas (including the DPW HO GPPMD Project, Portfolio Management System);
- Program Governance Vision & Goals are communicated amongst the implementation team;
- Program Definition is written and endorsement obtained through the Project/ Program Charter;
- Program Success Criteria are defined with the expectations and needs of key program stakeholders;
- Program Monitoring, Reporting & Controlling processes are being implemented through the GPPMD Project, Portfolio Management system, including ;
- A Risk & Issue register, linked with project objectives, is being implemented, updated and controlled on an agreed periodic basis;
- Quality Governance is being implemented at component (project) level;
- Change Governance is being implemented through assessment and recommendation for approval;
- Documentation is provided to enable Governance Reviews to approve/ disapprove the passage of the program lifecycle;
- Periodic Health Checks through monthly flash reporting of project objective thresholds are being implemented;
- Documentation supporting Component Initiation of new projects within the program are provided;
- All approvals are in place for program Closure.
- Ensure Program Governance Roles are understood by implementation team stakeholders;
- Tailor Program Governance Design & Implementation to promote program success, including:
- Legislative environment reflected (e.g. in contract documentation);
- Decision making hierarchy known (e.g. autonomy & decision-making powers of employers representatives);
- Streamlining and clarifying of roles for optimized governance;
- Program delivery set up with capability to manage incremental benefits delivery (e.g. sectional completion);
- Contracting processes and relationships maintained (e.g. consultants/ contractors);
- Understand risk of failure and associated level of monitoring of the program team;
- Understand tactical importance of projects and involve senior participants to support governance as required;
- Project management office (PMO) is utilized as required;
- Understand program funding structure in particular external funding and impact on project requirements;
- Program lifecycle:
- Definition Phase: Support program formulation by means of inputs to business cases and establishing project charters and program management plans;
- Delivery Phase: Manage component (project) planning, oversight, integration, transition and component closure;
- Closure Phase: Manage formal closure of programs of work;
- Program Activities and Integration Management:
- Program Integration Management:
- Infrastructure development: Establish program organization, core team assignments, PMO interfaces and tailor any project management information systems required;
- Delivery management: Initiate new program components, approve change requests and collaborate with customers to request to close or transition program components (deliverables);
- Performance monitoring and controlling: Utilize program performance reports to determine if the program’s goals will be met and use forecasts to assess the likelihood of achieving planned outcomes;
- Sustainment and program transition: Manage the transition of program component benefits to operational teams by providing relevant information for benefit sustainment;
- Closeout: Ensure final reporting, knowledge transfer and resource disposition are implemented where required;
- Program Lifecycle Activities: Provide overall management of supporting program activities including:
- Change, Communications, Financial, Information, Procurement, Quality, Resource, Risk, Schedule and Scope management.
- Manage day-to-day project activities and resources and chairs project management team meetings where appropriate;
- Assist in the acquiring of, consolidation, interfacing and compliance with End User requirements;
- Provide oversight to:
- the development of scopes of work, technical specifications, tender documents and related documentation;
- ‘Safety in Design’ implementation;
- Recommendation prequalification selections of Vendors, Engineering Consultants and Contractor selections for evaluation;
- expert Civil Engineering advice on design, specifications and tender evaluation;
- Ensures design and construction complies with appropriate regulations, standards and codes of practice;
- Prepare estimates and detailed project budgets supporting AFE’s for all phases of the project;
- Maintain cost monitoring of committed funds against approved budgets applying EVM methodology;
- Ensure project financial activities align with business processes;
- Review/ amend/ approve payments to consultants and contractors;
- Flexible, open and determined to identify project cost savings at all levels while not compromising project ‘fit-for-purpose’ outcomes;
- Perform other related duties as assigned
QUALIFICATIONS, EXPERIENCE AND SKILLS:
Training/Qualifications
- Bachelors degree (or higher) in Civil Engineering;
- Knowledge of structured Project Management frameworks and methodologies, preferably PMI, PMBOK 6th Ed..
Experience
- 10-15 years’ experience in Project Management including the setting up and delivery of program management frameworks from concept to handover;
- Experience in managing small to medium sized project management implementation teams;
- Demonstrated experience delivering Civil Engineering Infrastructure projects, including large transport, infrastructure and logistics facilities;
- Managing civil design, construction standards, consultants, tenders and Australian Standards./ FIDIC forms of contract;
- Demonstrated experience of applying civil engineering principles to review, question and challenge concepts, design and application.
Skills/Techniques:
Communication Skills
- To enable effective exchange of information with a wide variety of stakeholders, whether individually, in groups or committees;
Stakeholder Engagement Skills
- To manage the complex issues that often arise as a consequence of stakeholder interactions and expectations;
Change Management Skills
- For effective engagement of stakeholders, governance and review committees, to gain the necessary agreements, alignment and approvals when strategies or plans need to be adapted;
Leadership Skills
- To guide program teams through the program lifecycle, and to gain support, resolve conflicts and direct individual program team members by providing specific work instructions;
Analytical Skills
- To assess whether the outputs and outcomes of components will contribute to program benefits, and to assess the potential impact of external events on the programs strategy or plans;
Integration Skills
- To describe and present a programs strategic vision and plan holistically and ensure continuous alignment.
Competencies & Abilities:
- Manage details while taking a holistic, benefits-focused view of the program;
- Leverage a strong working knowledge of the principles, practices, process, tools and techniques of program and project management;
- Interact seamlessly and collaboratively with executive stakeholders;
- Establish productive and collaborative relationships with team members and their organizational stakeholders;
- Leverage business knowledge, skills and experience to provide perspectives that support the understanding and navigation of uncertainty, ambiguity and complexity in the program environment;
- Facilitate understanding and agreement through the use of strong communication and negotiation skills
