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An Assistant Programme Officer generally provides administrative support to a programme manager. This support is likely to include taking notes at meetings, preparing reports, and collecting, collating and storing data. The post holder will also act as the first point of contact for programme enquiries, maintain programme documentation and resources, and contributing to programme monitoring.

An Assistant Project Officer generally provides administrative support to a project manager. Such administrative support is likely to include taking notes at meetings, drafting brief reports, drafting letters of correspondence, arranging events and meetings, and producing papers for such meetings. The post holder also acts as the first point of contact for project enquiries, maintains project documentation and resources, and contributes to project planning.

An assistant project officer will need to be well organised and able to act independently to resolve day-to-day issues. They will also need to be able to use Microsoft Office products and have knowledge of Project Management IT products.

All projects and programmes should have a business case based on the benefits that will occur for individuals and organisations. A Benefits Manager will take responsibility for seeing through the benefits of such projects and programmes, and ensuring they become a reality. This will include all aspects of benefits realisation planning, from the identification of potential benefits, through to securing support and buy-in to benefits. They will also ensure that implementation activities are adequate to enable benefits to ensue. An important part of this role is to positively reflect and reinforce key messages regarding the potential benefits of projects and programmes throughout.

A business analyst is involved in identifying and evaluating customer requirements for the provision of systems and services. They are also responsible for producing an outline of the agreed requirements. They will advise customers on the business case for developments, and also liaise with specialist groups of staff in relation to the requirements.

A Business Support Manager will provide support to the senior management team within the Informatics Department. They will have responsibility for providing financial support, HR support, procurement and ordering. They will also be involved in coordinating and drafting regular reports in relation to the Informatics department.

A Change and Release Manager will provide risk and impact assessment, change approval and authorisation, as well as overall management of acceptance into the service. They will require change management and project management skills. They will also require knowledge of the relevant technical area and business objectives.

A Change Facilitator will generally be responsible for coordinating and facilitating business change processes, including process analysis, design and mapping. As well as contributing to the benefit and change plan and business case. A Change Facilitator is likely to facilitate groups, and coordinate the relationships between key stakeholders during the design, management and implementation of business change.

A Change Lead will generally be responsible for initiating and overseeing large-scale change management programmes, such that optimum benefits are delivered in line with the organisation's business objectives. They are likely to have responsibility for workforce capability and capacity planning in relation to change management, and provide expert analysis and advice to the organisation on the delivery of change management programmes.

A Change Manager will generally be responsible for overseeing change management projects, so that benefits to the organisation are fully realised. They are likely to contribute to the development of change management strategies for projects, ensure that relevant project milestones are achieved on time and within budget, and manage the change team. The latter role will entail providing change skills and methodology training to members of the change team.

An Engagement Manager is responsible for managing the organisation's communications, engagement and marketing with the public, patients, partners and all other stakeholders. They will contribute to activities that engage with internal and external stakeholders, and promote the reputation of the organisation, through consultation, relationship-building and networking.

The Head of Informatics Programmes is responsible for leading the management and delivery of all Informatics projects and programmes within a department. This includes managing project and programme management staff, as well as more specialist members of staff concerned with the delivery and effectiveness of projects and programmes (e.g. benefits management staff).

The Head of Informatics Programmes will also liaise, and ensure liaison, with Informatics related projects and programmes at a regional and national level. This will include ensuring that the organisation is working with other such projects and programmes in an appropriate and effective way.

A National Informatics Community Change Manager (ITIL) will manage requests for change to national informatics services, chair and convene national change advisory board, authorise acceptable changes to services, authorise forward schedules of change and report on the status and progress of changes.

This role may not be a full time role in its own right but may be combined with other role(s).

A Principal Project Manager is responsible for managing the successful delivery of a project or a number of related projects. Specifically, the principal project manager will support, facilitate and monitor the performance and progress of project(s) in order to ensure the required outputs are delivered to the required quality and within the constraints of resource, time and cost.

A principal project manager is likely to be involved in managing project managers, project officers and/or project support officers. In this capacity they may also have responsibility for mentoring and training members of the project management team. They are also likely to be responsible for managing the work of external contractors.

A Programme lead is usually responsible for leading a major initiative, or a designated portfolio of projects. The projects are likely to be complex in nature and may have involvement across a range of organisations and at a National level. The programme lead will also be responsible for a project management team, often made up of project managers, project officers and/or project support officers. They are also likely to be responsible for managing the work of external contractors.

The programme lead will need to ensure that the projects within their area of responsibility are coherent and balanced, with a strong focus on delivery. They will also have responsibility for making the business case for new areas of project activity.

A programme officer will provide support to a programme manager and assist with the overall management and delivery of a programme of work. Specifically, the programme officer will support, facilitate and monitor the performance and progress of a programme, ensuring that quality is maintained, issues are resolved, and risks are identified and managed.

A programme officer is likely to be involved in managing programme support officers and/or programme administrators, as well as monitoring programme budgets.

A project manager is generally responsible for delivering and providing the overall management of a single large project or a number of smaller simultaneous projects. Specifically, the project manager will support, facilitate and monitor the performance and progress of a project or project(s) in order to ensure the required outputs are delivered to the required quality and within the specified constraints of resource, time and cost.

A project manager is likely to be involved in managing project officers and/or project support officers. They may also be responsible for managing the work of external contractors.

A project manager is likely to need knowledge and awareness of the context/subject matter of the project(s), but may not necessarily be an expert in the area.

A Project Officer's main responsibility is to provide project and organisational support to the project manager and project management team. This may be across one or more projects and is likely to involve a combination of administrative activities and some project management. The project officer is likely to assist in managing the project(s) through, for example, setting up and maintaining project documentation, being a useful point of contact for the project(s), carrying out research and development to support the project(s), producing ad hoc reports, and contributing to monitoring progress. They will also need to be able to use Microsoft Office products and Project Management IT products.

A project officer is likely to need knowledge and awareness of the context/subject matter of the project(s), but may not necessarily be an expert in the area.