Project Manager - Creative Services
£Competitive + Bonus + Pension + 27 days holiday + Private Health + Free on-site gym
These vital roles work within a specific category and report into the Programme Manager. They are responsible for the delivery of a Statement of Work (SoW) for a given project – they will work closely with the Producers in channel teams to ensure that we are adequately resourced to deliver high-quality materials on time and to budget through the appropriate levels of governance (PRLs, Phase Reviews and Milestones). They will work within resource and budget targets set by the category Programme Manager and will report upon deviations to the Programme Manager and Planning and Operations Director where appropriate.
The Project Manager will work closely with the Commercial Management function to ensure that channel teams have a full picture of the projects upon briefing and, specifically, with the Commercial Executive to ensure that channel work is in line with the project strategy. They will work closely with the channel team Producers to detail a clear SoW for a project and to deliver upon it. They will work closely with Hogarth to ensure that materials are delivered to allow for timely delivery to market.
Things move quickly at Dyson. In twenty years, what began with one man and one idea has grown into a global technology company, with 6,000 people and a presence in over 70 countries. From Malmesbury to Malaysia to the US to Australasia and many countries in between, we’ve sold over 80 million machines.
And it’s just the start. From 2016 our Malmesbury HQ is doubling its footprint. The US, our biggest market, is doubling their sales scope. And new frontiers are opening up across South East Asia and beyond. More people, more ideas and more space for more invention. The next four years will be our biggest and busiest yet.
Bringing brand new technology to life – and to the world – requires careful planning, adherence to process and suitable governance in order to innovate and succeed. The Programme Management function integrates our internal resource and ensures that the category’s products, campaigns and initiatives are brought to life in a cost-effective and timely manner.
Ultimately the function enables the business to make effective and informed decisions on projects within a category to ensure we deliver the right things at the right time.
The role takes ownership of the internal resource and ensures that it delivers for projects within their category. Working closely with the Product and Commercial Management teams, the Project Manager is critical in ensuring that we make effective decisions about matters both internally (with RDD, technical teams (Claims, Insights, CST), channel teams etc.) and externally (with markets) through use of the Commercial Governance Framework. Project Managers are responsible for ensuring our launches and campaigns are planned, governed, resourced and managed to meet the business needs.
1.Lead the cross-functional team to develop a clear SoW during the Design phase and deliver everything upon it during the Deliver phase.
a.Responsible for ensuring that the Channel Producers deliver a clear and concise SoW in response to a Project Brief for review by the Commercial team.
b. Responsible for the ensuring that the SoW is reviewed and clearly communicated, but not added to without assessing whether resource or budget allows and agreement with the Programme Manager.
c. Responsible for the timely delivery of a SoW to enable projects to be delivered into market on time and to cost. Including the delivery into our media/trans-creation partners to ensure seamless delivery.
d. Responsible for managing the dependencies between channel teams in order to enable successful delivery.
e. Responsible for identifying risks and, where possible, mitigating them. Responsible for reporting upon issues that could affect the delivery of projects.
2. Deliver projects that are suitably planned, governed, resourced and managed.
a. Responsible for ensuring projects are delivered through the correct process to ensure that we can report upon risks to project delivery.
b. Responsible for managing the resource and budget targets in category for their projects. Work closely with the Programme Manager to ensure that targets set are appropriate for delivery.
c. Ensure that resource is allocated per channel for project delivery and that channels are working to plan and progressing as required. Work with the Programme Manager to use Gantic system to log resource and identify under/over-utilisation's to effectively manage balance of internal and external resource needs.
d. Work with the Programme Manager to review the size/scope of projects. Are we suitably forecasting project requirements ahead of launch?
e. Organise and facilitate the post-launch review to assess what has/hasn’t gone well, what could be done better.
3. Work closely with the wider Planning and Operations team to transparently communicate risks to the business.
a. Attend regular planning sessions to communicate status and escalate issues where appropriate
b. Maintain a close relationship with the Producers and wider Programme Management teams to share best practice and WoW.
c. Update and maintain all relevant documents (including, but not limited to, the Commercial Project Summary, Rag status)