Financial Crime Risk Agile Project Coordinator

There are three openings for Global Transformation Project Managers within AML, Sanctions, and Fraud. The Global Transformation Project Managers plan, mobilize and direct projects of medium to high complexity and scale from definition to closure. They are typically responsible for the end to end delivery of a single project or work stream 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 Global Transformation Project Management framework and other Global Transformation Business Transformation Frameworks (BTF) 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.
Value Creation
Plans effectively around delivery constraints and optimises the plan to maximise benefits and minimise risk. Develops the planwithin constraints, considering the delivery approach, keymilestones and dependencies within the plan, requirementsand scope, effort and resources, budgets and quality.
Ensures the baselined scope, requirements, benefits, scheduleand budget are managed as outlined in BusinessTransformation Frameworks.. Identifies and intervenes wherethere is slippage and variance from plan.
Proactively monitors project execution to effectively identifyrisks/issues/dependencies as they arise throughout the project lifecycle. Takes ownership of critical issues and ensures resolution within agreed timescales and implements mitigating plans against identified risks and issues. Escalates when needed to the Programme Manager (remaining calm, knowing when to escalate, escalates with possible solutions).
Collaborates and builds positive stakeholder and businesspartner relationships providing regular updates to resolve highpriority issues affecting the project
Obtains buy-in from the project sponsor, Steering Committeeand other business partner stakeholders for all key project plans, commitments, and changes including requirements, quality assurance plans, budget, schedule, and scope changes
Analyses management reports, and derives insights from it to drive the right business decisions
Sets the pace and operating rhythm, driving a culture of achievement and ensures pace by identifying and removing barriers to project success.
Promotes pace and energy within the team and leads by example
Keeps focus on the medium and long term goals and the Group's values particularly when under short term pressure
Manages change and implementation within the business to ensure the change lands well and sticks, contributing to benefits realization
Manages project closure and handover to the business
Operational Performance
Produce a well-defined project plan, identifying the key milestones and assigning responsibilities/resources
Develops the plan in line with Global Transformation Project Management Framework.
Communicates the plan to stakeholders
Develops and/or reviews estimates and estimating assumptions for the project's schedule, effort, and cost using established Global Transformation estimating models, best practices, and past experience
Mobilises the project team and allocates tasks and roles
Provides timely reports on project status, risks and issues, evaluating project performance based on management information
Manages and reports on the project budget, acting on any variance
Manages and reports project risks, issues and dependencies
Drives a culture of achievement and ensure pace by identifying and removing barriers to project success
Maintains project change control, ensuring any changes to baseline are managed through change request and all impacts are considered
Promotes and takes accountability for project quality; identifies opportunities to improve delivery and oversees the governance process to reduce risk and ensure effective and timely decisions are taken
Ensures project team follow quality assurance processes, Global Transformation frameworks and methodologies to ensure the common high performance approach across Global Transformation
Ensures governance processes and decisions are applied consistently, including:
Engaging the project sponsor and stakeholders effectively
Creation and running of effective Steering Committee, 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 on recommendations.
Use Management Services team for standardized project metrics and reporting driven out of Clarity. Management by exception of budget and schedule variance. Ensuing accurate and responsible status reporting. Escalating coordinating any mitigants or remedial action.
Plans and executes regular tollgates in line with BTF
Capability and People Development
Identifies and shares the resource requirements of the project, to the Programme Manager and/or Head of Resource Practice requesting the appropriate skill set and/or experience
Ensuring good project induction and orientation - i.e. the team understand the project context and content, the importance of stakeholder management and wider programme goals
Defines high level responsibilities and objectives for members of their project team and ensure the individuals are being used in accordance with their skills and resource request
Provides regular constructive feedback and coaching to individuals to improve their performance and support their development and career progression. Hold 1:1 discussions at least once every fortnight.
Acts as a role model to create and maintain a collaborative team environment which supports and encourages the professionalism and development of our teams
Maintains a strong focus on people development and ensures project resources receive any necessary training and support, particularly on the Global Transformation Business Transformation Frameworks.
Outside of the project context, the Project Manager may have functional/line responsibility for a pool of Project Managers, typically this will involve, performance management, resource management and professional development, by setting andagreeing objectives and coaching as and when required
Working with or as a team leader drives a performance management based culture to improve and drive efficiencies and delivery including the effective management of underperformers
Rolling resources off the project team in a planned and responsible manner, completing performance feedback and helping resources move onto their next project
Promotes the Group's Values and strategy by creating appositive work environment and promoting teamwork to drive engagement
Major Challenges
Management and control of projects to meet exacting timescales necessary in a competitive market place
Defining the approach and dealing with complex requirements and unique projects - often one off initiatives
Achieving benefits (cost reduction, revenue increase, strategic goals) set out in the business case
Management of stakeholders
Working with multiple delivery and business partner teams
Role Context
The vision statement for Transformation is "To be the businesses' primary change partner, support the implementation of the Group Strategy and make change a source of sustainable competitive advantage for HSBC"
The Project 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 Manager role is distinct from the Associate Project Manager role in their level of experience and independence as a project manager.
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.
Project 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, and will be expected to exercise independent initiative and judgment 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
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 Transformation Programme Management Framework
Global Transformation Project Management Framework
Group Standard Business Case
Global Transformation tools like Clarity & Open Workbench
Excellent understanding of the project lifecycle
Excellent understanding of Global Transformation Business Transformation Frameworks and best practice techniques
Understanding of the purpose, value, culture and fundamentals of Global Transformation
Understanding of banking / HSBC and understanding of how change drives benefits for HSBC, its customers and other stakeholders
Project management skills and experience
People manager and broad experience in managing teams of different work streams
Examples of the delivery of on time and on budget projects that achieve business case stated outcomes - adriver with bias towards delivery at pace and controlling project outcomes
In depth experience of working in a banking environment and change projects
Stakeholder management experience, especially impactful communication, influencing and running project governance Implementation, change management and benefits realization
Implementation, change management and benefits realization
Planning and Plan Management
Risk and Issues Management
Global Mindset
Decision Making
Lead Self and Others
Business Case and Benefits Realisation
Change and Implementation Management
Financial and Budget Management
Tracking, Reporting and Governance
Stakeholder Management
Resource and Team Management
Delivery at Pace
Achieving excellence
Qualifications and Accreditations
PMP certification or training
Prince2 - Optional
Any relevant

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