Resilience Programme Manager

Responsible for broader, strategic objectives across multiple projects, with a long-term, cross-functional focus. Accountabilities Scope Management:
Oversees a collection of related projects that together aim to achieve broader strategic business objectives. Their focus is on the long-term benefits and ensuring the alignment of projects with the organization’s goals. Strategic Focus:
Focuses on strategic, high-level outcomes. They are responsible for the overall success and continuous alignment of projects to the organization’s business strategy. Time Horizon:
Typically works over a longer time horizon, as programs may span months or years and involve multiple phases and projects. Stakeholder Management:
Manages a wide range of stakeholders across various projects, including executives, project managers, and external clients. They ensure communication and alignment across all projects within the program. Risk and Issue Management:
Manages risks and issues at a higher level, focusing on cross-project dependencies and potential impacts on the broader program or business strategy. Resource Management:
Responsible for allocating resources across multiple projects, balancing priorities, and ensuring that resources are used efficiently across the program. Financial Management:
Manages the overall program budget, tracking the financial health of multiple projects and ensuring that the program as a whole delivers value. Metrics:
Measures success based on the cumulative benefits delivered by all the projects within the program. They look at business outcomes, value creation, and alignment with strategic goals. Change Management:
Deals with change at a macro level, ensuring that changes across projects are managed cohesively and don’t negatively impact the overall program.

To contribute or set strategy, drive requirements and make recommendations for change. Plan resources, budgets, and policies; manage and maintain policies/ processes; deliver continuous improvements and elevate breaches of policies/procedures. If managing a team, they define jobs and responsibilities, planning for the department’s future needs and operations, counseling employees on performance and contributing to employee pay decisions/changes. They may also lead a number of specialists to influence the operations of a department, in alignment with strategic as well as tactical priorities, while balancing short and long term goals and ensuring that budgets and schedules meet corporate requirements.

If the position has leadership responsibilities, People Leaders are expected to demonstrate a clear set of leadership behaviours to create an environment for colleagues to thrive and deliver to a consistently excellent standard. The four LEAD behaviours are: L
- Listen and be authentic, E
- Energise and inspire, A
- Align across the enterprise, D
- Develop others. OR for an individual contributor, they will be a subject matter expert within own discipline and will guide technical direction. They will lead collaborative, multi-year assignments and guide team members through structured assignments, identify the need for the inclusion of other areas of specialization to complete assignments. They will train, guide and coach less experienced specialists and provide information affecting long term profits, organisational risks and strategic decisions.

Advise key stakeholders, including functional leadership teams and senior management on functional and cross functional areas of impact and alignment. Manage and mitigate risks through assessment, in support of the control and governance agenda. Demonstrate leadership and accountability for managing risk and strengthening…