12845 - Head of Capital Improvement

Ministry of Justice; United Kingdom; On-site; GBP 60,000 - 80,000; Full time

Job summary

A government organization in the UK seeks a Head of Capital Improvement to manage complex projects with significant risks. You will lead large teams, develop strategic partnerships, and ensure the effective management of programme risk. Proven experience in project management, leadership skills, and the ability to influence stakeholders are crucial for success in this role. The position offers an opportunity to impact departmental objectives positively and requires a commitment to coaching junior professionals.

Qualifications

• Proven experience managing large scale, complex projects.
• Strong leadership and interpersonal skills.
• Expertise in programme management methodologies.

Responsibilities

• Lead large scale, complex projects and business change activities.
• Develop and agree budget forecasts across projects.
• Manage risks for high-profile programmes effectively.

Skills

Leadership

Negotiation

Strategic partnership development

Risk management

Job description

Job title: Head of Capital Improvement

Directorate: Property Directorate

Workstream: Capital & Major Projects and Sustainability Team

About us

HM Courts & Tribunals Service (HMCTS) is responsible for the administration of criminal, civil and family courts and tribunals in England and Wales. Our roles support our service users and colleagues, where people and businesses access potentially life‑changing justice. We’re looking for individuals who are committed to public service and want to make a difference in people’s lives in delivering justice. If you’re interested in developing a career with a real purpose, please apply.

About the role

As an experienced property Programme and Project Leader, you will have responsibility for managing a number of interdependent, large scale, complex or contentious projects. This will include the associated business change activities and establishing appropriate governance and assurance processes, monitoring progress, monitoring risks and issues and ensuring the business readiness for change. The role requires professional expertise in the effective use of programme management methodologies and techniques. You will be responsible for the overall integrity and coherence of the projects within the programme. You will have effective leadership, interpersonal and communication skills.

As G6 Programme Manager, being accountable to a Senior Civil Servant, you will manage programmes which are high‑profile, large scale or complex where the risks to be managed are significant. In this role you will have overall accountability for the programme, operating with considerable freedom. You will be comfortable working with infrequent management guidance.

Delivery of results through others and effective negotiation at senior levels will be key. You will develop and maintain strategic partnerships and relationships and influence others where there may be divergent and conflicting views. This role requires significant leadership, management, representational and influencing skills both within the organisation and with external stakeholders. Work at this level can have a major impact on the achievement of departmental objectives or bear a significant risk for the department.

Finally, as a G6 Programme Manager you will be expected to coach and mentor junior team members across the wider profession to build professional capability.

Main Activities / Responsibilities

• Lead and be responsible for managing a number of interdependent, large scale, complex or contentious projects, including business change activity – where the risks to be managed are significant. This includes the day to day management and leadership of the project and the project team. Overall integrity and coherence of the projects within the programme. Provide effective leadership and management controls. Set project controls. Design the project structure and organisation appropriate to stage. Set appropriate delivery methodologies. Manage effective transition between project phases.
• Provide expert support and guidance to enable development of the Business Case or Project Briefs, with input from specialists as necessary.
• Lead on developing, securing, and agreeing budget forecasts across a number of interdependent projects to enable delivery to be tracked against budget.
• Use leadership knowledge and experience to understand skillset required to deploy and develop resources across a number of complex projects. Direct line management of a medium sized team.
• Devise and maintain Benefits Realisation Strategy, working alongside Finance colleagues to develop benefits models to ensure benefits can be tracked, and monitored to ensure the longer‑term delivery of benefits against the business case.
• Develop and maintain strategic partnerships and relationships and influence others where there may be divergent and conflicting views. Provide support and advice to project teams based on knowledge and previous experience taking ownership when required to ensure relevant outcomes are achieved. Provide assurance to senior leaders on the effectiveness of stakeholder management arrangements.
• Manage the risks in respect of high‑profile, large scale and complex programme/projects. Taking accountability for ensuring appropriate mitigation is in place or is developed and risk are being actively managed. Provide assurance to senior leaders that effective risk management is in place and escalation is controlled and managed effectively.
• Lead and be responsible for managing a number of interdependent, large scale, complex and contentious projects ensuring the appropriate level of governance in place. Dependency management is in place and being actively monitored and the governance lifecycle is being assured. Implement a reporting structure to provide a mechanism to support delivery, highlighting potential problems at an early stage to enable mitigation, providing solutions and recommendations to Programme Board.
• Lead on establishing and implementing protocols in respect of scope changes, including recommendations based on analysis of costs, benefits and timescales. Flag up and determine any changes coming down the line and review change requests that are read for movement into Boards to assess whether all impact assessments complete and we are comfortable to take to the Boards.
• Provide support, guidance and coaching for the project team. Show commitment to personal development. Promote effective individual and team performance.