Multiplex
Head of Planning
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Head of Planning – Briefing Document
High Level Objectives
Initial outline list of requirements has been populated below as a framework to the Head of Planning interviews. Whilst all of the functional requirements of the role remain the same, the split and how the role operates day to day doesn't need to be the same as previous people in the role. The exact detail of this is to be developed by the successful candidate.
Team Feedback
The following general feedback was received from initial meetings with the team.
- The team understands the reasons for the current arrangements but feels that day-to-day operational support is insufficient.
- Would appreciate better community opportunities – All planner meetings.
- Lack of data & benchmarking.
- KPI's and reporting would benefit from a refresh & standardisation.
- Champions for focus areas generally well thought of.
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Team Setup
Potential organisation chart attached.
Role Responsibilities
- Function lead – staff placement on projects, salary banding, promotions.
- Influences Senior Leadership.
- Work winning, PCSA & Live project reporting (Wormgraph, PRM's, KPIs).
- Stakeholder relationships.
- Defines standards & drives consistency.
- Leads innovation (Asta, Enigma, Grow Together, Buildots).
- Australia working group interaction.
Final Job Description
To be developed based on the above – in conjunction with Tech Director & Operations Director. Time balance between precon activities and live project support will be a factor to be agreed.
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Key Questions to be considered by Candidates
Candidates should use the attached model as a starting point and be prepared to explain what they would retain, change or develop, including the rationale and implications.
- How would you divide responsibilities between the Head of Planning and Lead Planner (Operations), and where would you retain direct ownership?
- What would your priorities be during your first 90 days and first 12 months?
- How would you improve data, benchmarking, KPIs and programme assurance without creating additional reporting burden?
- How would you provide stronger support and development for planners while increasing the function's influence with projects, SLT and clients?
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