Project Managers Operations

Transcription

1 Date: 15 December 2015 Job Title: Department: Location: Senior Project Manager Operations (Interim Projects & logistics) Project Team North Shore Hospital site, Takapuna, Auckland and Waitakere Hospital; and other sites as may be required e.g. Waitakere Hospital Reporting To: Programme Director Direct Reports: Functional Relationships with: Project Managers Operations Contract Project Resources Internal Project Team; WDHB Facilities and Development Team; Executive Leadership Team and Senior Management Team; The Institute for Innovation and Improvement; Project Owners and Sponsors; End Users; Key Stakeholders; Business and Clinical units; Decanting & relocations; FF&E External healthalliance staff; Architects; Design Consultants; Contractors; Suppliers The development of Waitemata District Health Board clinical facilities, for both the interim and longterm, is collectively known as the programme. The project team has been established to (i) prepare substantive clinical facility business cases for replacement of not fit for purpose facilities and accommodate acute growth; and (ii) project manage and commission a number of smaller clinical facility expansions required to meet demand over the next 2-4 years. Our Purpose, Values and Standards At the heart of Waitemata DHB is our promise of better care for everyone. This promise statement is the articulation of our three-fold purpose to: 1. promote wellness, 2. prevent, cure and ameliorate ill health and 3. relieve the suffering of those entrusted to our care. At the heart of our values is the need for all of us to reflect on the intrinsic dignity of every single person that enters our care. It is a privilege to be able to care for patients, whānau and our community, a privilege that is sometimes overlooked in our day to day work. Our standards and behaviours serve as a reminder to us all about how we are with our patients and with each other. 1

2 Purpose of the role Work as a senior member of the project team to : manage the portfolio of interim clinical facility build projects scheduled to manage demand during the design, development and construction of longer term builds be the project lead, working with the Provider Arm and Facilities and Development to manage site logistics and enable business as usual during construction of multiple projects on site effectively manage the project managers and contractors involved in interim projects ensuring that all projects follow good project management methodology support project managers and services in the preparation of business cases for clinical facility development and refurbishment complete other projects as may be designated and provide project management leadership and support to other members of the team and WDHB staff The senior project manager requires strong project, relationship and people management skills and the ability to work across all levels of the organisation. In addition to leading a substantive work programme across the WDHB and managing a high performing team, they require the ability to progress work through influence and working effectively with internal and external stakeholders. KEY TASKS Interim clinical facility build projects EXPECTED OUTCOMES Ensure that all projects have all relevant documentation in place for project management and reporting, e.g. project initiation documentation, execution plans, workstream plans, timelines, models of care, risk registers, stakeholder s analysis, communication and change management plans etc. Ensure key deliverables, critical path tasks and benefits are clearly identified and tracked Ensure procurement plans have been developed and the FF&E schedules are in accordance with WDHB specifications and government rules of sourcing Ensure user group and steering group structures are aligned with project scopes and are functioning efficiently Ensure functional briefs and the design processes incorporate best practice methodology, new process flows, co-location and other requirements. Ensure alignment with the health services plan and site master plan 2

3 KEY TASKS EXPECTED OUTCOMES Interim clinical facility build projects cont. Ensure design provides for future flexibility with respect to expansion and repurpose Ensure drawings are adequately reviewed by the project team and room data sheets are developed Work with Facilities & Development to ensure cohesion and adequate communication and reporting between the Operations and F&D project teams Prepare an integrated plan for all interim projects to show connectivity and phasing Work with the team including the Programme Director, the Senior Communications Advisor and Change Management Advisor on an integrated communications and change management plan Ensure the overall W2025 programme risk register is updated with relevant across project risks Logistics support Be the project lead, working with the Provider Arm and Facilities and Development to manage site logistics and enable business as usual during construction of multiple projects on site Project Management Act as the primary contact for all matters pertaining to interim projects ensuring that appropriate parties are consulted on key decisions Ensure that project activities and resources are effectively managed to meet agreed timeframes. Ensure that the project managers/contractors effectively manage project scope, actions; tasks, risks and issues, and that documentation is maintained and significant changes and issues are escalated as required Ensure that appropriate systems are in place to manage actual project expenditure and benefits against budget Project monitoring and reporting Act as a super user for PlanView Continue to develop the W2025 project management methodology and templates Report on the status and progress of all interim projects in accordance with WDHB / project reporting requirements, ensuring that reporting deadlines are met Operational Commissioning Oversee the operational commissioning of all facilities in the interim build programme Work with other members of the senior team to further and develop the commissioning tools and signoff processes 3

4 Management of direct reports Act as a role model and mentor for direct reports providing them with the necessary support, guidance and direction Delegate appropriate tasks and monitor and report achievement of key deliverables Identify a relevant personal development programme for direct reports Develop and manage successful relationships Demonstrate excellent inter-personal skills with the ability to build strong, collaborative relationships Facilitate open and effective communication between all stakeholders Contribute to other projects and Identify interfaces and impacts with other projects development of the Waitemata 2025 project strategies Complete other projects as may be designated and provide project management leadership and support to other members of the team and WDHB staff Demonstrate change management skills, group participation and personal development Demonstrate individual responsibility for workplace Health & Safety under the Health & Safety Act 1992 & Amendments 2002 Meet statutory & Treaty of Waitangi obligations Support the project team, management, clinicians and other staff in the transition of change Work with the Programme Director to identify a relevant personal development programme Follow & comply with H&S policies & processes & apply them to work activities Identify, report & self-manage hazards where appropriate Ensure early and accurate reporting of incidents at work. Ensure the professional and political integrity of WDHB by carrying out all functions in compliance of the Treaty of Waitangi Show sensitivity to cultural complexity in the workforce and the patient population. 4

5 PERSON SPECIFICATION Senior Project Manager Operations POSITION TITLE: Senior Project Manager Operations Qualifications Experience Skills/Knowledge/ Behaviour Minimum Project management qualifications or equivalent Extensive (10+ years) practical experience in managing healthcare facility projects and programmes in a healthcare environment Comprehensive understanding of best practice project and programme management frameworks, tools and approaches Demonstrated ability to influence a wide range of internal and external stakeholders Experienced in the writing and presentation of business cases in the healthcare sector Experienced in managing teams across a wide range of disciplines and with multiple reporting lines Knowledge of the need for wide stakeholder buy-in and engagement and the different methodologies for achievement Ability to deal with complexity and ambiguity In-depth knowledge of healthcare services planning and service delivery Knowledge of healthcare facility development and an understanding of the relevant standards and legislations Leadership 'presence' and credibility Preferred A relevant degree qualification Post graduate qualification Prior experience preparing substantive business cases for sign off at ministerial level Experience with clinical service planning and healthcare facility planning Experience managing major healthcare facility projects (new builds and re-designs) Knowledge of clinical practices and processes within WDHB Strong information and knowledge management process skills Organisational diagnosis skills Strategic thinking Energy and enthusiasm Self-awareness Conflict management 5

6 Excellent inter-personal skills with the ability to build strong, collaborative relationships that support a strong project management culture Relationship building skills ability to build strong links with internal and external stakeholders Systems thinking ability to think across the whole spectrum to lead robust decision making and innovation Detail oriented ability to complete tasks with high accuracy levels Demonstration of values alignment to the Waitemata DHB values Team player able to work within a team as well as manage specific accountabilities Strong oral and written communication skills 6