Transformation Management Office Job Description. Organisational Structure

Transcription

1 Management Office Job escription Organisational Structure Assistant irector Organisation evelopment & Head of Benefits Assurance Performance epartmental Business Change s elivery Flexible resourcing through external partners O O Senior O Senior O Senior O Senior O Advert 30 ecember 2010 Page 1 of 5

2 JOB ESCRIPTION Job title: elivery epartment: Organisation evelopment, FCS Job grade: SMG3 Responsible to: Relevant SRO (EMT member), line report to the Head of Responsible for: Gross Revenue account: Managing the delivery of the entire transformation portfolio of 60 million plus of savings required by the Council over the period Net Expenditure: The agreed investment in the entire transformation portfolio estimated to be TBA million over the period Capital Expenditure: Staff: 3 direct reports: s; Responsibilities also discharged through influence at senior levels; matrix working SROs (EMT & As) with departmental Business Change s, programme and project managers as well as within O ivision maximising use of staff resources through well thought-out interventions achieving multiple objectives this requires very high levels of influence, teamworking and negotiation. Purpose of the Role: The purpose of this role is to: - Provide both capability and capacity to lead the delivery of the Council s entire through a mixture of direct delivery, provision of management support (advice, guidance etc) and targeted interventions. - Hold the responsibility for delivery of the portfolio, with the accountability residing in SROs and EMT as Board. - rive benefits delivery through Business Change s. - Support departmental project & programme managers to discharge their responsibilities in the most effective manner. Main Responsibilities: 1. Become the recognised centre of expertise of all transformation portfolio programme and project delivery management. The first place people turn to when they have a big question about portfolio, programme & project management. 2. Line manage the s and support/advise in the securing of external support to ensure the right people, in right roles, doing right things in the right way (within a matrix environment) working on ideas/preprojects/business cases, programme and project delivery. 3. irectly manage the delivery of one of the portfolios ( role). 4. Together with the s identify where specific, targeted interventions are required to mitigate risks and issues to successful delivery. Advert 30 ecember 2010 Page 2 of 5

3 Contract with other O functions to develop and deliver interventions to mitigate the identified risks and issues. 5. Work as part of the Management Office team and with subject matter experts to ensure the integrity of business cases and their fit with the (and other strategies) prior to their presentation to the Board. Provide a focus on deliverability, consistency with the, data quality, and completeness. Ensure sufficient input and review from stakeholders and subject matter experts. 6. evelop and maintain a Programme/Project Community of Practice to drive best practice, develop organisational capacity & capability, and help accelerate collective learning & performance in relation to programme and project delivery. 7. Ensure that lessons learnt are applied to the H&F frameworks, tools and approaches, as well as through day-to-day working. 8. Own the content of relevant sections of the H&F frameworks and tools. Work as part of the Management Office team to forecast/identify potential/actual programme/project resource capacity & capability gaps and working with the Head of Talent, Performance and Leadership create solutions to address them. 9. Provide coaching and support to build programme/project management capability across the organisation and in the use of the frameworks and tools. 10. Maintain an external view (and network) covering portfolio, programme and project management practice in order to continuously improve ways of working. 11. Act as an advocate for programme and project management across the organisation. 12. Lead the development and co-ordination of business requirements for the all shared enablers e.g workforce, IT. 13. eputise for the Head of Business, as appropriate. 14. Comply with council s data quality standards by applying information management related policies. Report instances of non-compliance, errors, omissions or inadequacies in procedures. 15. Know and adhere to council s equal opportunities policies and implement in relation to job responsibilities. Promote policies and becoming role model for the council. 16. Know and comply with the council s safety policy and code ensuring all duties and responsibilities for self and colleagues are discharged in accordance with them. 17. Work with other departments and divisions to identify areas for collaboration and workload sharing to get best value for the council. 18. Work under the council s smartworking policy and timesheet to assist in providing value for money to clients. 19. Role model the council s values. 20. Undertake any other duties as required by the organisation. PERSON SPECIFICATION Advert 30 ecember 2010 Page 3 of 5

4 Key Competencies and behaviours emonstrates strong financial, analytical and modelling skills. Experienced line manager, getting the most from direct reports, whilst operating in a complex, cross-organisational, project-based, matrix working organisation. emonstrable experience of (complete lifecycle) successful transformational programme/portfolio management in complex organisations. Proven ability to operate at the most senior levels in an organisation: o building credible and trusted relationships; o presenting information with insights to drive decision making. emonstrable working knowledge of best practice portfolio, programme and project management methods and ideally holds current P3O & MSP Practitioner certification. Ability and desire to work in a fast paced, ambiguous environment. emonstrates extraordinary influence, communication, stakeholder management, change management and facilitation skills. Ability to prioritise and sequence multiple and potentially conflicting priorities and managing stakeholder expectations. Ability to role model and demonstrate leadership beyond hierarchical level or job grade. emonstrates effective team working. emonstrates pro-activity with a focus on results. emonstrates high levels of strategic thinking. Comfortable operating with high degrees of ambiguity and uncertainty. High level of personal resilience. Highly effective in the use of MS Office applications. Core Competencies CLUSTER COMPETENCY LEVEL irection Strategic Thinking & Managing Change Self Management Performance Customer Focus Performance Mgmt Planning & Use of Resources People Leadership Team & Partnership Communication O Technical Competencies Level Advert 30 ecember 2010 Page 4 of 5

5 Engaging with clients Productive stakeholder relationships O consulting skills Working with groups Creating commitment with groups O intervention skills Organisation diagnostics Organisation diagnostic skills ata analysis and interpretation Managing your impact Acting as a change leader Ownership of outcomes Advert 30 ecember 2010 Page 5 of 5