APPLICATIONS AND PORTFOLIO MANAGER

Transcription

1 1. PURPOSE OF POSITION This position has responsibility for the teams that deliver applications and development-based solutions, business and systems analysis, and reporting and information management solutions for Taranaki DHB. The role also has responsibility to ensure that the team provide operational support for those solutions on an ongoing basis. The Applications and Portfolio Manager maintains a holistic view to ensure that all project-based activities are unified and will serve to support the goals and objectives of Taranaki District Health Board. This role has responsibility for the management of TDHB s ICT portfolio of work. Project initiatives and all major ICT User requests are channelled through this team and they bring about changes and improvements into the ICT and business environment. 2. ORGANISATIONAL VALUES The Taranaki District Health Board (TDHB) is committed to the strategic actions and behaviours of Work Together : Treating people with trust, respect and compassion Communicating openly, honestly and acting with integrity Enabling professional and organisational standards to be met Support achievement and acknowledging successes Creating healthy and safe environments Welcoming new ideas 3. DIMENSIONS Reports to: Number of people reporting to you Chief Information Officer Up to 20 direct reports Financial limits authority $5, WORKING RELATIONSHIPS External HealthShare Ltd. Midland Regional DHBs Other DHBs Community and primary care providers Vendors Internal Key Groups and Committees All departments and the Managers and Team Leaders within those departments Page 1 of 6

2 5. ACCOUNTABILITIES Key area of responsibility 1. Manage the Portfolio, Programmes and Projects Execution of the strategic direction set for investments. Evaluating and balancing programmes and services while managing demand within resource and funding constraints. 2. Manage Requirements Definition and Solution Identification and Build Creating feasible optimal solutions that meet TDHB needs and minimise risk. 3. Manage Change Acceptance and Transitioning 4. Manage assets Manage application IT assets through their lifecycle. Expected outcomes Manage stakeholder engagement and build enduring relationships. Maintain a standard approach to portfolio, programme and project management. Develop and maintain portfolio, programmes and project plans. Launch and execute programmes. Manage programme and project quality and risk. Manage project resources and work packages. Monitor, optimize and report on investment portfolio, programme, and project performance. Work with the business to ensure benefits are achieved. Define and maintain business functional requirements. Provide both high-level and detailed designs for solutions Procure and build solution components. Perform quality assurance Define the IT services, determine the service level requirements and maintain the service portfolio. Establish an implementation plan. Plan business process, system and data conversion. Establish a test environment and plan and perform acceptance tests. Promote to production and manage releases. Perform a post-implementation review. Manage organisational change enablement. Manage and facilitate operational readiness. Identify and record current applications assets. Identify and manage critical assets. Manage the asset life cycle. Optimise the asset costs. Manage licences. 5. Manage Operations Perform operational procedures. Monitor IT applications environment. Manage relevant outsourced IT services. Manage the environment and maintain configuration information. 6. Manage Service Requests and Incidents Record, classify and prioritise User requests and applications incidents. Verify, approve and fulfil service/user requests. Last Updated: July 2014 Page 2 of 6

3 Investigate, diagnose and allocate applications incidents. Resolve and recover from incidents and close incidents. Track status and produce reports. 7. Manage Problems Identify and classify problems. Investigate and diagnose problems. Raise known errors. Resolve and close problems. Perform proactive problem management. 8. Manage continuity Establishing and maintaining a plan to enable the business and IT to respond to disruptions in order to continue operation. 9. Manage Human Resources Contribute to the development of human resource capabilities to meet TDHB goals and objectives. 10. Manage Suppliers Manage IT-related services provided by all types of suppliers to meet TDHB ICT requirements. Develop the applications component of the business continuity plan and implement a business continuity response. Exercise, test and review the BCP. Review, maintain and improve the continuity plan. Conduct continuity plan training. Conduct post-resumption review. Maintain adequate and appropriate staffing. Identify key IT personnel. Maintain the skills and competencies of personnel. Evaluate employee job performance. Plan and track the usage of IT and business human resources. Manage contract staff. Identify and evaluate supplier relationships and contracts. Select Suppliers. Manage supplier relationships and contracts. Manage supplier risk. Monitor supplier performance and compliance. Last Updated: July 2014 Page 3 of 6

4 Organisational Accountabilities Treaty of Waitangi Health and Safety Expected Outcome for all employees The Taranaki District Health Board embraces the three principles of the Treaty of Waitangi. In practical terms this means: Partnership; working together with iwi, hapu, whanau and Maori communities to develop strategies for improving the health status of Maori Participation; involving Maori at all levels of the sector in planning, development and delivery of health and disability services that are put in place to improve the health status of Maori Protection; ensuring Maori wellbeing is protected and improved as well as safeguarding Maori cultural concepts values and practices Responsible for the provision of a safe workplace and ensuring the health & safety of those working in or visiting the workplace under your control means: Systematically identifying and managing hazards in accordance with the Taranaki DHB s Hazard Identification and Management policy and related procedures Providing suitable protective clothing and equipment to staff and ensuring it is worn Providing safety information and ensuring training and supervision of staff occurs so that work is done safely. This includes responding to emergencies, eg: fire. Ensuring all workplace near miss/incidents/accidents are recorded, investigated and reported in a timely manner and outcomes fed back to staff concerned Assisting with the monitoring of the health of employees to ensure that their work is not having a detrimental effect on them Consulting with employees on all health & safety matters that affect them and providing opportunities and encouraging staff to participate in health and safety matters Personal Development Fully contributes to the individuals team performance and is committed to identify and pursue opportunities for developing new knowledge and skills. Participates in the performance appraisal process where personal performance and development is reviewed. Willing to accept new responsibilities, acquire and demonstrate relevant new knowledge. 11. VARIATION TO DUTIES Duties and responsibilities described above should not be construed as a complete and exhaustive list as it is not the intention to limit in any way the scope or functions of the position. Duties and responsibilities can be amended from time to time either by additional, deletion or straight amendment to meet any changing conditions, however this will only be done in consultation with the employee. Last Updated: July 2014 Page 4 of 6

5 12. CAPABILITY REQUIREMENTS Capabilities are the behaviours demonstrated by a person performing the job. Capabilities identify what makes a person most effective in a role. Those listed below are expected for the ICT Services team roles in the organisation. The required capabilities can change as the organisation develops and the roles change. Capability Effective Communication Shares well thought out, concise and timely information with others using appropriate mediums. Ensures information gets to the appropriate people within the organisation to facilitate effective decision making Decision Making/Problem Solving Demonstrates effective and timely decision making/problem solving techniques. Aware of the impact of decisions on key stakeholders and consults as appropriate utilizing available resources. Is proactive and effective when problem solving is required. Innovation/Initiative Continually strives for new and improved work processes that will result in greater effectiveness and efficiencies. Questions traditional ways of doing things when choosing a course of action or finds new combinations of old elements to form an innovatve solution. Resilience/Flexibility Articulates differing perspectives on a problem and will see the merit of alternative points of view. Will change or modify own opinons and will switch to other strategies when necessary. Adjusts behaviour to the demands of the work environment in order to remain productive through periods of transition, ambiguity, uncertainty and stress. Cultural Safety Demonstrates a commitment to cultural safety by meeting and exceeding the cultural needs of clients/customers/colleagues. Manages cultural ambiguity and conflicting priorities well.. Understands concepts of whanaungatanga and manaakitanga and Maori cultural orientation to whanau, hapu and iwi. Teamwork Works to build team spirit, facilitates resolution of conflict within the team, promotes/protects team reputation, shows commitment to contributing to the teams success Last Updated: July 2014 Page 5 of 6

6 13. EDUCATION A tertiary qualification and/or equivalent experience, e.g. Computer Science, Engineering or Management. A sound understanding of : o the strategic importance of information management and technology; o portfolio/project/programme management; o customer relationship management; o system development lifecycles; o the relevance and direction of new technological innovations; o awareness of information security issues; and, o business process reengineering and improvement. 14. SKILLS Ability to translate strategy into tactical and operational plans. Ability to guide, inspire and motivate others. Is proactive and skilled at anticipating events and knowing when and where to intervene. Is able to evaluate information thoroughly and objectively, and make timely decisions based on available information. Skilled at relating to and building rapport with others. Skilled at communicating complex ideas and issues in simple, clear language. Demonstrates initiative, innovation and creativity in the development of new business initiatives and projects. Is flexible and adaptable and can cope with multiple priorities and demands. A commitment to delivering high quality solutions to business needs. 15. EXPERIENCE Proven ability to manage, lead and motivate people. Proven ability to build relationships and negotiate with customers and vendors. Experience in managing a complex IT environment and implementation of business solutions. Experience in the health sector is desirable. Thorough knowledge of business principles, processes and practices, and keen awareness of opportunities to maximise service delivery. Experience in running a happy and high performing team. Last Updated: July 2014 Page 6 of 6