AECOM Transformation Lead – Assurance and Delivery Confidence AssessmentS in Andover, United Kingdom
Business Line Government
Position Title Transformation Lead – Assurance and Delivery Confidence AssessmentS
United Kingdom - Hampshire
To support the “Commission & Assure” operating model, the current intention is for there to be three levels of assurance within PPD/ Capital Investment Programme (CIP) delivery: (1) The Principal Support Provider (PSP – Project Management and Design Services) self-assures its work; (2) The PPD Project Manager assures that the PSP has carried out its assurance and does their own assurance checks; and (3) the PPD Centre of Excellence carries out assurance and audits on the PMs and PSPs, including gateway and other reviews and Delivery Confidence Assessments (“Health Checks”). The aim is to improve overall CIP delivery confidence and to drive delivery performance improvement. The purpose of the “Transformation Lead – Assurance and Delivery Confidence Assessment” role will be to support the development, implementation and initial delivery of this enhanced approach to assurance. Therefore the role will include:
Working with the Head of COE to support the development and roll-out of the revised assurance procedures
Leading the CIP 2017 Delivery Confidence Assessment (DCA)
Leading the CIP 2018 DCA
Chairing gateway reviews for key projects
Supporting the establishment of a panel of approved Gateway Review Chairs
Specifically regarding the CIP 17 DCA task, the role will be to lead an experienced multi-disciplinary team in the completion of project “Health Checks” across an agreed set of key projects within the PPD CIP for 2017, approx. 15 to 20 projects across all PPD’s customer. The outcome of the exercise will enable PPD to deliver a clear statement of confidence to each customer on the delivery of their planned infrastructure portfolios within CIP 17, along with clear recommendations, where appropriate, to improve the likelihood of successful delivery. It is intended that each assessment will broadly follow Office of Government Commerce and IPA (Infrastructure and Projects Authority) best practice and will be aligned to the 5 point ‘traffic light’ system known as the RAG (Red-Amber-Green) Scale.
The lead for Delivery Confidence Assessment will focus on three main areas:
Assessing existing data confidence
Understanding the data and current delivery performance
Project set up and resources
The above can be further broken down into the following activities:
- Assessing data confidence
Is the project able to provide a current project schedule, risk register, cost model, Master Data Assumptions List and Requiremetns / scope documentation?
Have documents been developed by Suitably Qualified and Experienced Personnel (SQEP) resources; do they represent best practice with stakeholder input?
Have outputs been agreed with stakeholders – owning the requirements, risks and assumptions?
Has the assessment / analysis been carried out using the appropriate tools?
Have the Principal Support Provider (PSP – industry provided project management and design services) checked, reviewed and assured the outputs and is there a record of this?
Has the DIO Project Manager reviewed and assured the documents and is there a record of this?
Does the output align with the Information Management System data?
What was status at most recent Project Status Report?
- Understanding the data and delivery performance
Scope and issues in terms of scope clarification
CPI and SPI (if available)
Spend vs. budget
Forecast outturn spend (and changes over last couple of months) vs. budget and approvals envelope
Progress vs. schedule
Spend / forecast broken down by financial year – i.e. performance in both FY17/18 and FY18/19.
Forecast outturn schedule (and changes over last couple of months) vs. In Service Date / approvals envelope
Level of risk burn-down (in terms of budget)
Level of float – is this appropriate or not
Status of risk register – Last update, RAG application etc.
Quantitative Schedule Risk Analysis (QSRA) output – does it make sense, i.e., P50 vs P90 given the known risks
Quantitative Cost Risk Analysis QCRA output – does it make sense, i.e., P50 vs P90 given the known risks
- Project set-up and resourcing
Concerns of DIO PM
Concerns of PSP
Any Early Warning Notices / Changes – and their status
Resourcing challenges / short-falls in key areas?
Health and Safety performance
The focus of each assessment will be to establish what is currently in place. If there are concerns identified, then the DCA will also provide clear recommendations on next steps, to provide basis for a recovery plan.
A similar exercise will be required for CIP 18, but reviewing all projects (extant and planned).
Assurance Transformation – General
Supporting assurance transformation, through chairing Gateway Reviews and supporting development of a pool of approved Gateway Review chairs.
Supporting the Hd of COE, the LFE, Standards & Methods and Assurance Team Lead and Assurance Sub-team Lead to develop, implement, and transition PPD to the enhanced assurance model.
Supporting the transformation to the new assurance model by leading audits of compliance with the new processes, tools and standards.
Delivery Confidence Assessments
Day to day operational responsibility for delivery of the DCA in conjunction with Hd. of COE / Hd. Of PPD Delivery
Create a delivery plan and timeline for execution of all assessments to include draft and final outputs and the reporting of progress against plan.
Create assessment structure, agenda and high level communications plan for approval of Hd. Of COE / Hd. Of PPD Delivery.
On-board assessment team and brief them on requirements.
Coordinate Health Check team to include Risk Management, Cost Management and Schedule Management expertise.
Creating the Delivery Confidence Assessment (Health Check) template, aligning the 5 point ‘Traffic Light’ RAG Scale to PPD context and agreeing with Hd. of COE on format and presentation of outputs.
Planning all assessments, engagement and communications with programme / project teams on purpose, inputs and time allocation.
Attend and chair all assessments on behalf of PPD
Produce a Delivery Confidence Assessment summary report (Health Check) on programmes / projects by TLB, with a clear statement on likelihood of delivering successful outcomes in conjunction with CIP 17 commitments.
Presenting findings of DCAs to internal stakeholders.
A Professional with over 20 yrs. experience in the delivery of complex programmes and projects
MOP Practitioner [Note: can be gained post selection, if the individual has relevant experience.]
Experience of undertaking programme / project assurance reviews
Experience of chairing peer reviews (such as Gateway Reviews)
Significant experience of working as a programme / project director on medium to high value instructions
A relevant professional qualification / accreditation
Excellent communication skills
Ability to review and interpret data, Programme / Project team outputs and form a considered view on the likelihood of achieving CIP 17 outcomes
Experience of working in the MOD (in particular, DIO / PPD) and/or other UK public sector organisation
Experience of infrastructure projects
What We Offer
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Job Category Program and Project Management
Country United Kingdom
Position Status Full-Time
Requisition/Vacancy No. 162100BR