Job description Posted 15 June 2022

Senior Project Manager


£525 PAYE / £681.62 Umbrella per day

6 Month Contract - Possibility of Extensions



Role Purpose (overall high level summary of the role)


Our client HSBC are currently seeking an experienced Senior Project Manager to join their team in the Edinburgh office/ remote working, this contract will be for 6 months with a review to be extended.


Location optimisation program focusing on Risk and compliance. Creating overarching infrastructure for offshore teams. COE optimisation of GSE centres to bring all entities together under 1 umbrella


Looking at migrations of roles from onshore to one of the centres. Strategic focus on location, current footprint, location assessment etc. Wider MI and dashboard piece to be focused on as well. Bringing a lot of senior stakeholders together so the ability to interact and manage stakeholders is highly advantageous. Working with different vendors and IT teams, hybrid with PM/ BA skillset is advantageous.


Risk & Compliance Transformation (CT) ensures effective and efficient definition, planning, management and execution of global change programmes related to financial crime risk, supporting the business teams and HSBC to meet its regulatory commitments.  Financial crime risk covers key areas such as money laundering, sanctions and anti-bribery and corruption.


Global Transformation Senior Project Managers plan, mobilise and direct projects of high complexity and scale from project definition to closure. They are responsible for the end to end planning and delivery of one or more projects proactively balancing scope, schedule, budget, risks, team, outcomes and benefits. Projects can be standalone or form part of a programme. They are responsible for deploying Global Transformation Project Management Framework and other Global Transformation Business Change Framework within their project. They work closely with the Programme Manager to ensure alignment of their project with the wider change portfolio and the Group Strategy, Values and Behaviours. Senior Project Managers will often play a people / team management role within the projects / programmes they work on. As members of the Global Transformation management team, they may also have line or assignment management responsibility for a group of more junior resources i.e., Alongside project delivery responsibilities, the Senior Project Manager may have a line responsibility for a pool of Project Managers (people management, performance management, resource management and professional development).


Principal Accountabilities:

Key activities and decision making areas            

Value Creation


Plans effectively around delivery constraints and optimises the plan to maximise benefits and minimise risk. Develops the plan within constraints, considering the delivery approach, key milestones and dependencies within the plan, requirements and scope, effort and resources, budgets and quality

Ensures the baselined scope, requirements, benefits, schedule and budget are managed as outlined in Business Transformation Frameworks. Identifies and intervenes where there is slippage and variance from plan


Plans and analyses costs, tracking operating and capital spend, and tracks reporting to financial business case commitments


Oversees the tracking of project/s risk/issues/dependencies  assesses the impact on the benefit realisation for the project/s and takes action to minimise impact, actively challenging and removing obstacles

Influences and collaborates with stakeholder and delivery partners to drive the right project outcomes. Represents the project team at discussions regarding project prioritisation and to create buy-in for risk mitigation and contingency plan


Obtains sponsor and stakeholder buy in to plans, key commitments and changes against baseline as they arise


Obtains sponsor and stakeholder sign-off for deliverables, formally closes project, assesses stakeholder satisfaction and captures feedback. Captures key learns from each project and feeds back into Global Transformation methodologies and best practice


Articulates to stakeholders the targeted benefits and takes joint responsibility for benefits realisation


Manages the sponsor, working with them to ensure project deliverables are met


Plans and manages the implementation of the change, to ensure benefits are realised and that the transition from current state to target state is smooth. Ensuring that the organisation and other change audiences are ready, willing and able to function in the new business environment 


Works closely with delivery partners on planning, design and estimating, bringing together delivery partner teams; actively managing dependencies between these teams and other projects and programmes


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



Operational Performance


Produce a well-defined project plan in Clarity, dictate the key milestones and assign responsibilities/resources


Demonstrates effective financial skills to develop a detailed business case, including investments, detailed benefits and link to overall finances of the business.


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

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


Collaborates with stakeholders to define the project strategy and develops a roadmap ensuring all constraints of time/resources are met.


Ensures project teams follow quality assurance processes and Transformation Business transformation frameworks. 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.


Plans and executes regular tollgates in line with CHANGE FRAMEWROK. Direct the project approach, staffing, responsibilities, and schedule to drive maximum productivity 



Capability and People Development


Identifies and shares the resource requirements of the programme, requesting the appropriate resource by skill set and/or experience, through the Global Transformation resource management process. Works with the business and delivery partners to ensure adequate resource is provided to the programme


Efficient and appropriate use of resources forming an effective programme leadership team, with the right blend of skills and good working relationships


Ensures good project induction and orientation – i.e. the team understand the programme context; programme and workstream structure/content, stakeholder importance and how this links to HSBC strategy


Defines high level responsibilities and objectives for project and programme teams


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 professionalisation and development of our teams


Maintain a strong focus on people development and ensure project resources receive any necessary training and support, particularly on the Global Transformation Business Transformation Frameworks.

As a role model, encourage collaboration and team work within the programme and with other teams


Outside of the project context, the Senior Project Manager will have line responsibility for a pool of Project Managers, typically this will involve, functional management, performance management, resource management and professional development, by setting and agreeing objectives with the Line Manager and coaching as and when required


Drive a performance management based culture to improve and drive efficiencies and performance including the effective management of underperformers


Promotes the Group’s Values and strategy by creating a positive work environment and promoting teamwork to drive engagement



Major Challenges (The challenges inherent in the role that require a continual test of the role holder’s abilities)


Management and control of change programme with ambitious goals and high change requirements

Defining the approach and dealing with complex requirements and unique projects – often one off initiatives

Management of stakeholders and sponsors

Achieving benefits (cost reduction, revenue increase, strategic goals) set out in the business case

Managing complex teams and working with multiple delivery and business partner teams



Role Context (The environment and operating conditions of the role including the extent of guidance and authority)


The vision statement for Transformation is “To be the Group’s primary change partner, support the implementation of the Group Strategy and make change a source of sustainable competitive advantage for HSBC”


Senior 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.

The Senior Project Manager role is distinct from the Project Manager role in the scale and importance of the projects they manage. They may also have resource pool management responsibilities.


The Senior Project Manager role is distinct from the Programme Manager role in the following respects: (a) projects will be large, but will not tend to have many sub-projects; (b) typically the complexity will be lower (e.g. single country or business impact); and (c) the Senior Project Manager will be expected to manage the whole project with a degree of independence and will tend to operate with less support from Global PMO.

Senior Project Managers are required to lead the change initiative, take strategic decisions, operate at an executive level and manage stakeholder and sponsor 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 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 Senior Project Manager            



Management of Risk (Operational Risk / FIM requirements)


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 global economic or market conditions, legal and regulatory requirements, operating procedures and practices, management restructurings, and the impact of new processes. Effective and timely remedial action should be evidenced.

Observation of Internal Controls (Compliance Policy / FIM requirements)


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.

Programme Managers adhere to the Groups standard tools and methodologies :


•            Global Transformation Programme Management Framework

•            Global Transformation Project Management Framework and Agile ways of working

•            Global Transformation Change and Implementation Management

•            Global Transformation Initiation Framework

•            Group Standard Business Case

•            Global Transformation tools like Clarity & Open Workbench








Knowledge & Experience / Qualifications (For the role – not the role holder. Minimum requirements of the role)




Excellent understanding of Global Transformation Business Transformation Frameworks, methodologies and best practice techniques

A thorough understanding of the purpose, values, culture and fundamentals of the Global Transformation

Outstanding understanding of HSBC Group structures, processes and objectives

Strong understanding of banking / HSBC and understanding of how change drives benefits for HSBC, its customers and other stakeholders

Very strong knowledge of the external environment – regulatory, political, competitors etc.

Understanding of the delivery organisations within HSBC – global mindset, understanding of delivery partners etc.





Proven ability to work across regions whilst maintaining a global perspective

Demonstration of commerciality with strong financial acumen

Proven ability to work with senior stakeholders and business sponsors

Evidence of ability to make key strategic decisions

Delivery of large scale complex programmes at pace,developing high performing interchanging teams to support delivery at each stage

Strong people and team management experience

Proven implementation, change management and benefits realisation experience




•            Planning and Plan Management

•            Portfolio Definition and Planning

•            Process Re-engineering

•            Risk and Issues Management

•            Global Mind-set

•            Customer Empathy

•            Decision Making

•            Commerciality

•            Lead Self and Others

•            Business Analysis and Design

•            Business Case and Benefits Realisation

•            Change and Implementation Management

•            Financial and Budget Management

•            Tracking, Reporting and Governance

•            Stakeholder Management

•            Impactful communication

•            Resource and Team Management

•            Delivery at Pace

•            Embracing change

•            Achieving excellence

•            Collaboration

•            Problem solving and Critical Thinking

•            Consultancy

•            Innovation and Idea Management



Qualifications and Accreditations

•  Prince2 - Optional

•  PMP training or Certification - Desirable

•  Managing Successful Programmes (MSP) - Desirable

•  Any relevant local banking qualifications such as ACIB (Associate of the Chartered Institute of Bankers)



Please also see below link to our HSBC Career hub: -


If you are relevant or interested please don’t delay, contact me on 0161 503 5558/