Job description Posted 15 June 2022

Group Entity:

Wholesale Credit & Lending - Transformation

Role Profile Date:  

August 2017

Role Title

Project Manager

GHRS Job Code:


New or Existing Role?          New



Role Holder’s Name

Current Global Career Band:


TBC – Various

Proposed Global Career Band:     


Line Manager’s Name & Role Title (plus Functional reporting lines, if any)

Latitude Programme Director

Business/Function & Location:


 Wholesale Credit & Lending Transformation

Role Purpose (overall high level summary of the role)


Project Management jobs are accountable for successful delivery of the project and ensuring benefits realisation. Projects may be standalone or part of a wider programme of activity and may be located in project teams as well as BAU teams.


Project Management jobs may have reports, these may be Business Analysts, Work stream leads, PMO staff or admin support staff.  Project Management jobs may report to a Programme Managers or a Senior Project Manager or may report to a Business Manager.


The Project Management role will hold most or all of these responsibilities:

  • Influence the project approach, building stakeholder buy-in around the project plan, commitments and changes.
  • Drive project delivery proactively, balancing planning, scope, schedule, budget, communications and risks.
  • Manage and plan resources, responsibilities and schedules.
  • Establish effective project controls and procedures and quality assurance processes
  • Manage relationships with internal and external stakeholders.
  • Report progress, issues, dependencies and risks to project or programme leadership and committees as appropriate and make recommendations to influence decision making in order to maintain progress towards delivery and benefits realisation.
  • Provide management to maintain a focus on how the project aligns to wider programme objectives, where appropriate, and to the change portfolio across HSBC
  • Drive the adoption of HSBC project standards and work in alignment with HSBC project methodology at all times.
  • Lead the team to meet performance targets aligned to objectives




Managers are accountable for setting the ‘tone at the top’ which underpins the principles of a positive and effective internal control environment.  They should exhibit leadership and direction to their teams for establishing and maintaining an effective internal control environment, including the development and management of policies and procedures where appropriate.  Managers should  also ensure that suitable processes are put in place to review and oversight that internal control environment against those policies.



Culture & Behaviours

  • Our culture supports our people and empowers them to consistently do the right thing for our customers and markets in which we operate
  • Our people are competent and committed to the fair treatment of customers and not disrupting the integrity of markets
  • We are open to challenge, we acknowledge when things go wrong, we fix things and we learn from our mistakes
  • We reward and incentivise performance, behaviours and attitudes which deliver the fair treatment of customers and uphold market integrity


  • We seek to prevent and will proactively identify actions and behaviours that constitute market misconduct, and respond appropriately
  • We manage conflicts of interest and appropriately handle information to reduce the opportunity for misuse

Governance & Oversight

  • Our governance framework provides effective oversight of how we fairly treat customers and uphold market integrity


Principal Accountabilities: key activities and decision making areas

Typical Targets and Measures



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 baseline 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.
  • Proactively monitors project execution to effectively identify risks/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 business partner relationships providing regular updates to resolve high priority issues affecting the project
  • Obtains buy-in from the project sponsor, Steering Committee and 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 realisation
  • Manages project closure and handover to the business.







Deliver projects and achieve stated revenue and costs benefits


% of target delivered against plan



Deliver projects on time and within budget


% of projects completed within baseline schedule

% of projects completed within baseline budget



Delight our partners through delivery of exceptional service


Improvement in Business Partner Score


Operational Performance

Produce a well-defined project plan, identifying the key milestones and assigning responsibilities/resources:

  • Develops the plan in line with HSBC 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 HSBC 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, HSBC Transformation frameworks and methodologies to ensure the common high performance approach across the group.


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 standardised project metrics and reporting driven out of Clarity. Management by exception of budget and schedule variance. Ensuing accurate and responsible status reporting. Escalating, co-ordinating any mitigants or remedial action.
  • Plans and executes regular tollgates in line with BTF



Manage project costs to target


Budget variance from business case



Effectively manage project schedule


Schedule variance:

Days at completion v latest baseline



Effectively manage operational risks and internal controls


Number of outstanding risks not mitigated to plan



Manage project against HSBC Project Management Framework


Number of outstanding actions from tollgate and QA reviews


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 discussion 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 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 and agreeing 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 a positive work environment and promoting teamwork to drive engagement



Engage our workforce to maximise contribution and commitment


Quarterly pulse survey



Uplift HSBC Transformation capability through skills and experience development


% of staff meeting minimum role standards by competency

Customers / Stakeholders

Primary customers for the Global Risk Analytics Transformation function are:

  • Group & Regional GRA Teams
  • Other Risk sub-functions – global and regional
  • Business lines – GBM & CMB
  • Operational support teams – eg GBM and CMB Credit Operations
  • Functional Teams – eg Group Finance


The Project Manager will work with senior management and project sponsors to help plan the project and will continuously report progress, status and issues to this group. 


Other stakeholders on projects will include (as demanded by specific project need):

  • Global Risk Analytics IT
  • Other IT delivery functions
  • Other Transformation functions
  • Regulatory authorities
  • Other service delivery functions
  • Data service providers
  • Software, data and service vendors


The project manager will interact equally with senior management of stakeholder groups and line staff as necessary. 







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


  • Working across multiple markets and business/functions with multiple delivery and business partner teams
  • Defining the approach and dealing with complex requirements and unique projects – often one off initiatives.
  • Management and control of projects to meet exacting timescales.
  • Achieve sustainable saves and measurable improvements across the programme as set out in the business case
  • Management of stakeholders (internal and external e.g. PRA)
  • Working in an environment dealing with major group wide issues and differing regulatory requirements
  • The systems and processes involved are often highly technical in nature or require specialist knowledge to fully understand and effectively support the change programme.


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

This role sits within Wholesale Credit and Lending which is the unit within Banking that works across Product, Regional, Country and Sector teams on all lending related activities to generate optimal returns and to manage and minimise risk.


Project Latitude is managed by Wholesale Credit and Lending Transformation in partnership with Group Risk Analytics (GRA) Transformation, where GRA undertakes the development of models.


Global Risk Analytics (GRA) is a part of HSBC’s Global Risk Function which provides solutions using analytics, tools, and models to identify, measure and manage key risks.  GRA currently covers Wholesale Credit and Market Risk, Financial Crime Risk, Regulatory Compliance and Operational Risk.  As GRA is focused on model development and ownership, its activities are considered First Line of Defence.


The transformation function is responsible for delivery of change projects across GRA globally, working at local, regional and group levels.  The team is responsible for process and organizational change as well as managing systems and technology projects. 


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 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 judgement 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 (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.

Group Programmes and regional/local programmes/projects must be managed in accordance with the Group Controls Framework and with relevant FIMs. Solutions must comply with applicable legal and regulatory requirements - albeit that inherent in the role is the requirement to challenge our interpretation of these requirements to ensure that we take a commercial approach to their implementation.

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. Project managers adhere to the Groups standard tools and methodologies:

  • BTF Project Management Framework
  • BTF Programme Management Framework
  • Group Standard Business Case
  • HOST tools like Clarity and Open Workbench


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


  • Change management
    • Excellent understanding of the project lifecycle
    • Excellent understanding of Business Transformation Frameworks and best practice techniques.
    • A thorough understanding of the purpose, value, culture and fundamentals of Transformation
    • Strong understanding of banking and how change drives benefits for customers and other stakeholders
  • Global Risk Analytics
    • A thorough understanding of the Model development lifecycle
    • An awareness of modelling tools, techniques and systems
    • Risk system architecture across Risk sub-functions – where relevant.
    • Data management approaches and technology
    • Understanding of the regulatory framework globally.


  • Experience in delivering regulatory and /or capital models (PD/LGD/EAD)
  • Understanding of Wholesale Credit Risk
  • Broad understanding and knowledge of Risk Analytics processes, culture and objectives.
  • 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 – a driver 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 realisation



  • 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
  • Collaboration


Qualifications and Accreditations

  • PMP certification or training - Optional
  • Prince2 - Optional
  • Any relevant local banking qualifications such as ACIB (Associate of the Chartered Institute of Bankers) - Optional