Senior Project Manager

Job title: Senior Project Manager
Grade: PO 5
Role code: EIT0032
Status: Police Staff

Main purpose of the role:

Plan, manage and assess all aspects of the delivery of assigned strategic or tactical IT based projects within Kent and Essex Police, managing all resources, including a multi disciplinary team, co- ordinating and developing relationships with and between stakeholders and suppliers, ensuring that business requirements are addressed and that products are implemented within approved budgets and timescales, in order to maximise the effective use of information systems and deliver optimum operational and business benefits.

Main responsibilities:

• Co-ordinate the planning process and manage IT projects in line with IT processes and project management methodology, including large scale corporate projects or multiple medium corporate projects involving application or infrastructure development, translate business requirements into project, stage & team plans, providing for project initiation documentation, ensuring the alignment of work to strategic objectives so as to achieve the successful realisation of policing and business benefits.
• Develop and co-ordinate relationships with and between key stakeholders throughout the design, management and implementation of business change, negotiate with 3rd party suppliers, participate as a member of Project Boards, Working Groups and Committees and attend other relevant meetings, prepare and deliver appropriate communications to customers, providing expert consultancy, advice, evaluation and reports in respect of assigned projects.
• Maintain effective financial, project forecasting and progress reports as appropriate, monitor and control allocated human and material resources, associated revenue costs and all capital costs against the project budget, ensuring that change control procedures are in place, and actively used to assess the effect of changes to the projects on costs, timescale and resources.
• Develop, advise and facilitate effective and timely communication between suppliers and customers, plan and implement processes for acceptance and functionality testing, prepare documentation for final handover, obtaining authorisation where appropriate for project closure, ensuring that service levels and specifications are effectively negotiated and agreed, so that services and products achieve best value, meet customer requirements and deliver optimum operational and business benefits.
• Identify, define and assess the management of project risks, including time or cost over-runs or failure to deliver products fit for purpose, establish the levels of risk, address and advise on tactical vulnerabilities, preparing risk plans and reports to relevant Project Boards & stakeholders, ensuring that appropriate and informed decisions are taken in relation to threats and vulnerabilities in respect of assigned projects.
• Manage and motivate staff within the assigned project teams, providing direction and leadership, staff appraisals, addressing welfare issues, advising on personal development, training and coaching, in order to maximise performance from individuals and satisfy personal aspirations, in order to ensure that staff fulfil their potential and contribute effectively to Force business.
• Assist the Head of Programme Delivery and other senior management within the Kent and Essex IT Directorate in addressing strategic and planning issues, continual development and improvement of the business processes, methodologies and team performance, participate in county and regional working groups and forums to share best practice, disseminate information and ensure that current and proposed services and developments effectively support the Forces business and operational requirements.
• Provide Project Assurance for all projects being managed by direct reports, to ensure that the mandatory elements are produced and new projects are brought into service meeting user requirements and are delivered through the approved IT processes.

Vetting level:

Management vetting req.

Necessary experience:

The Senior Project Manager will be educated to degree level, ideally hold a Prince2 Practitioner qualification and possess the ITIL Foundation Certificate. It is recommended that the post holder has an understanding of IT specific project methodology (AGILE). They will require SFIA skills in Supplier Relationship Management, Stakeholder Relationship Management and Project Management at level 6.

The Senior Project Manager must be able to evidence significant experience of managing complex IT projects and should have managed the introduction of large IT projects through to successful completion. They will be able to evidence a track record of successful third party supplier management. The post holder will be proficient in the principles, methods, techniques and tools for the effective management of projects from initiation through to implementation (PRINCE2), including methods and techniques for managing contracts to ensure that suppliers adhere to agreed contract requirements. They must possess a detailed knowledge of system non functional/warranty requirements and understand the purpose and composition of service level agreements and the relationship between Service Level Agreements and contracts for the supply of services.

They will be expert in methods and techniques associated with planning and monitoring progress of projects including product/work breakdown structures, baselining, critical path analysis, earned value, resource analysis, conflict resolution etc. Essentially, the post holder must be able to identify, assess and manage project risks, which could result in time or cost over-runs, or failure to deliver products which are fit for purpose.

The Senior Project Manager will have a proven track record of successful management of technical projects in an end user environment and be able to demonstrate experience of joint IT/user developments, technical environments and an understanding of the importance of appropriate implementation and training. They should be able to demonstrate an understanding of the technical needs of a Police Force. The post-holder will require good managerial skills with the ability to provide direction and co-ordination to professional, technical staff and police officers, engaged on a wide range of change and project activity and developmental activities. Excellent communication, presentational and interpersonal skills are essential for the role-holder to be effective. They will need to have credibility and the confidence of Chief Officers, Office of the Police & Crime Commissioner and senior police personnel to influence developments over a range of important IT projects.

Behaviours:

Analyse Critically (Level 2)

I ensure that the best available evidence from a wide range of sources is taken into account when making decisions. I think about different perspectives and motivations when reviewing information and how this may influence key points. I ask incisive questions to test out facts and assumptions, questioning and challenging the information provided when necessary. I understand when to balance decisive action with due consideration. I recognise patterns, themes and connections between several and diverse sources of information and the best available evidence. I identify when I need to take action on the basis of limited information and think about how to mitigate the risks in doing so. I challenge others to ensure that decisions are made in alignment with our mission, values and the Code of Ethics.

Collaborative (Level 2)

I manage relationships and partnerships for the long term, sharing information and building trust to find the best solutions. I help create joined-up solutions across organisational and geographical boundaries, partner organisations and those the police serve. I understand the local partnership context, helping me to use a range of tailored steps to build support. I work with our partners to decide who is best placed to take the lead on initiatives. I try to anticipate our partners' needs and take action to address these. I do not make assumptions. I check that our partners are getting what they need from the police service. I build commitment from others (including the public) to work together to deliver agreed outcomes.

Deliver, Support and Inspire (Level 2)

I give clear direction and expectations, helping others to understand how their work operates in the wider context. I identify barriers that inhibit performance in my teams and take steps to resolve these, enabling others to perform. I lead the public and / or colleagues, where appropriate, during incidents or through the provision of advice and support. I ensure the efficient use of resources to create the most value and the right impact within my areas. I keep track of changes in the external environment, anticipating both the short and long term potential implications for the Police Service. I motivate and inspire others to achieve their best.

Emotionally Aware (Level 2)

I consider the perspectives of people from a wide range of backgrounds before taking action. I adapt my style and approach according to the needs of the people I am working with, using my own behaviour to achieve the best outcome. I promote a culture that values diversity and encourages challenge. I encourage reflective practice among others and take the time to support others to understand reactions and behaviours. I take responsibility for helping to ensuring the emotional well being of those in my teams. I take the responsibility to deal with any inappropriate behaviours.

Innovative and Open-minded (Level 2)

I explore a number of different sources of information and use a variety of tools when faced with a problem and look for good practice that is not always from policing. I am able to spot opportunities or threats which may influence how I go about my job in the future by using knowledge of trends, new thinking about policing and changing demographics in the population. I am flexible in my approach, changing my plans to make sure that I have the best impact. I encourage others to be creative and take appropriate risks. I share my explorations and understanding of the wider internal and external environment.

Take Ownership (Level 2)

I proactively create a culture of ownership within my areas of work and support others to display personal responsibility. I take responsibility for making improvements to policies, processes and procedures, actively encouraging others to contribute their ideas. I am accountable for the decisions my team make and the activities within our teams. I take personal responsibility for seeing events through to a satisfactory conclusion and for correcting any problems both promptly and openly. I actively encourage and support learning within my teams and colleagues.

Values:

Impartiality (Accredited)

I take into account individual needs and requirements in all of my actions. I understand that treating everyone fairly does not mean everyone is treated the same. I always give people an equal opportunity to express their views. I communicate with everyone, making sure the most relevant message is provided to all. I value everyone's views and opinions by actively listening to understand their perspective. I make fair and objective decisions using the best available evidence. I enable everyone to have equal access to services and information, where appropriate.

Integrity (Accredited)

I always act in line with the values of the police service and the Code of Ethics for the benefit of the public. I demonstrate courage in doing the right thing, even in challenging situations. I enhance the reputation of my organisation and the wider police service through my actions and behaviours. I challenge colleagues whose behaviour, attitude and language falls below the public's and the service's expectations. I am open and responsive to challenge about my actions and words. I declare any conflicts of interest at the earliest opportunity. I am respectful of the authority and influence my position gives me. I use resources effectively and efficiently and not for personal benefit.

Public Service (Accredited)

I act in the interest of the public, first and foremost. I am motivated by serving the public, ensuring that I provide the best service possible at all times. I seek to understand the needs of others to act in their best interests. I adapt to address the needs and concerns of different communities. I tailor my communication to be appropriate and respectful to my audience. I take into consideration how others want to be treated when interacting with them. I treat people respectfully regardless of the circumstances. I share credit with everyone involved in delivering services.

Transparency (Accredited)

I ensure that my decision-making rationale is clear and considered so that it is easily understood by others. I am clear and comprehensive when communicating with others. I am open and honest about my areas for development and I strive to improve. I give an accurate representation of my actions and records. I recognise the value of feedback and act on it. I give constructive and accurate feedback. I represent the opinions of others accurately and consistently. I am consistent and truthful in my communications. I maintain confidentiality appropriately.

Technical skills:

Budget Management (Level 6)

Understands the principles of devolved financial management and demonstrates the ability to correctly interpret associated reports and information. Is able to accurately forecast budget outturns. Demonstrates knowledge of costing techniques that allow best value comparisons to be made when evaluating proposals, projects, operations and business plans.

Customer Services (Level 5)

Identifies improvements in service delivery through analysis of customer feed back and performance monitoring. Initiates change in response to customer requirements and evaluates changes designed to improve service to customers.

Data and Systems Security (Level 5)

Demonstrates the skills necessary to carry out assessments of risks for systems within the Force or those under acquisition or development using risk analysis techniques and computer audit software (e.g. CRAMM). Understands the implications of risks and makes informed recommendations to adjust the annual audit plan in light of the results. Able to identify methodologies and approaches for systems under review using recognised audit procedures (e.g. GIAM). Uses these skills to devise Force policy on data and system.

Health and Safety (Level 4)

Has received Supervisor training and takes responsibility for the safety of directly subordinate staff and visitors. Understands the procedures in place for the safe storage of hazardous substances, fire precautions and evacuation. Resolves hazards or problems identified within roles or work environments. Undertakes skills passport assessments for new and existing staff. Re-assesses passport as and when new equipment/technology is introduced. Completes annual reviews of skills passports, training needs analysis.

ICT - Systems Implementation (Level 5)

Has significant experience in implementing computer systems, exhibiting a high degree of proficiency in several technical disciplines. Able to work with and influence systems designers, programmers and suppliers in the delivery of working systems. Likely to have extensive experience in a range of IT systems and to have or be working towards membership of the BCS or equivalent.

Knowledge of Police Environment and Policy (Level 5)

Has a thorough understanding of the police service, nationally and locally, and is proactive in developing proposals which affect the way Kent Police and/or Essex Police operates. Possesses a detailed understanding of the inter-relationships between activities, roles, functions, and how organisation structures and police systems work. Understands and impacts on working procedures, practices and policies within areas of responsibility and ensures that these are followed at all times. Contributes to Force goals and is laccountable for delivering local business plan objectives.

Management of Police Information (MOPI) (Level 5)

Has sufficient understanding of the NPCC records management policies be able to offer appropriate guidance and support to staff. Is able to identify the appropriate MOPI group for any record with a policing purpose and ensure that all policing records within the team are retained, reviewed or destroyed in line with the MOPI codes of practice. Quality assures staff to ensure a full understanding and compliance with the APP for Information Management (incorporating MOPI guidance), highlighting failings and taking appropriate action as required. Ensures training and / or refresher training is provided and completed. Ensures that systems are correctly linked together to ensure effective management and recording of information across systems. Appropriately reviews digital information held on system(s) and physical records in storage to ensure that they are retained only where there is a policing purpose. Complies with relevant policies and procedures in respect of prioritisation, sanitisation, dissemination, shari g, relevancy, accuracy, adequacy and timeliness.

Project Management (Level 6)

Defines, plans and manages strategic projects including those with a high degree of technical complexity which impact across the whole Force and/ or the local community, including interagency projects. Successfully negotiates for resources. Able to assemble and lead diverse and multi-disciplinary teams, ensuring maximum effective resource utilisation. Applies project risk analysis and management techniques. Successfully manages substantial project budget and reports directly to Chief Officers on the progress and results of projects. Able to identify complex issues that need escalation and summarise for action.

Risk Management (Level 5)

Able to anticipate, accurately define and establish the relative level of risk likely to affect their specialist function, in terms of likelihood and impact, together with how the challenges facing the wider organisation might affect their role within the force. Assesses the risks of national initiatives providing feedback at the relevant level. Has an understanding of pathways to alert all appropriate senior managers to flawed or ineffective control strategies and provide continuity/recovery options. Has an appreciation that seizing opportunities also generates risks.