08-12 09-45-14 2948150da - job description - epmo team ... · job description job title epmo...

Job Description

Job Title EPMO Manager Branch Strategy & Governance Business Group Strategy, Planning and Performance Reporting to Manager Strategy, Planning and Performance Location 46 Waring-Taylor Street, Wellington Grade Date Graded Purpose The purpose of this position is to:

• Lead the establishment, development and running of the Enterprise Project Management Office (EPMO)

• Lead the effective and efficient operation of the portfolio management practices • Provide high quality, evaluative thinking and evidence informed analysis and advice to ELT

to support their decision-making and sanctioning of programmes and projects for inclusion in the portfolio/programmes

• Ensure portfolio planning provides the strategic outcomes for the Department Key Tasks Leadership and Guidance

• Lead the development and implementation of the terms of reference for the EPMO • Lead the establishment of the EPMO • Lead the development and implementation of the portfolio stakeholder engagement and

communication plan • Develop and maintain the organisation’s portfolio benefits management framework • Ensure the Centre of Excellence functions provide high quality, evaluative thinking and

evidence informed analysis and advice to ELT and key stakeholders • Ensure that the portfolio delivers the organisation or departmental strategy • Ensure the portfolio activities contribute to the bottom-line value of the organisation and

delivery of benefits from all programmes and projects • Assure the overall integrity and coherence of the portfolio • Scan the horizon for potential policy changes or initiatives and inform the programme(s)

and project(s) when policy or strategy changes and make recommendations for changes and enhancements.

Portfolio Planning

• Provide strategic oversight support for the Governance Committees • Develop and implement strategies for the effective planning, monitoring and delivery of

the portfolio in conjunction with business owners and programme managers • Lead the development of the portfolio strategy and delivery plan • Engage with senior managers to establish their needs and provide integrated solutions

on the management of their projects/programmes

Job Grading Reference: of 7 File name:c:\documents and settings\jeffrivi\local settings\temporary internet files\content.outlook\0ut9zzyk\08-12 09-45-14 2948150da - job description - epmo team leader v3.doc

• Work closely with the organisation’s and programme-based business change managers to create and promote more effective benefits management practices

• Lead the development and maintenance of the portfolio plan • Maintain an Outcome/Relationship Model/Portfolio Benefits map • Coordinates the production of the annual portfolio-level benefits realisation plan • Provide strategic overview of all programmes, projects and interdependencies,

reporting anomalies or areas of concern to senior management • Analyse the portfolio and make recommendations on the programme/project mix to the

decision-makers • Develop and manage the prioritisation model • Lead the production of the annual portfolio-level benefits realisation plan • Seek to ensure that the portfolio delivers the organisation or departmental strategy • Seek to ensure the portfolio activities contribute to the bottom-line value of the

organisation and delivery of benefits from all programmes and projects • Assure the overall integrity and coherence of the portfolio • When strategic initiatives are not as successful as expected and fail to deliver the

expected benefits, help analyse why, particularly to differentiate between a poor strategic idea and the poor implementation of a good strategic idea

Relationship Management

• Develop and maintain a customer-focused approach to the delivery of timely, accurate, appropriate information and advice

• Foster the development of positive relationships with the organisation • Lead and maintain effective communications with relevant key stakeholders to ensure

that the best information is available to support decision making. • Represent the EPMO on behalf of the Department by maintaining effective professional

relationships with internal and external stakeholders which enhance the integrity and credibility of the Departments EPMO

Methodologies and processes

• Be responsible for EPMO standards and methods, ensuring processes and template are maintained in line with industry best practice

• Keep abreast of and evaluate the effectiveness of new programme and project management methodologies, tools and techniques and maintain a positive approach to solving problems/issues

• Contribute to the leadership of programme and project frameworks, templates and procedures; be responsible for ensuring they are fit for purpose and best practice

Support

• Support the Executive Leadership Team in sanctioning programmes and projects for inclusion in the portfolio/programmes

• Support the Manager Strategy, Planning and Performance in leadership of the EPMO • Engage with senior managers to establish their needs and provide integrated solutions

on the management of their projects/programmes • Works closely with the organisation’s and programme-based business change

managers to create and promote more effective benefits management practices


People Leadership • Lead a high performing EPMO team through coaching and mentoring, to build and grow

operational capability • Ensure that the team recruits, develops, supports and retains high performing staff and

ensure strategically aligned development plans are in place for all staff to maintain and build the intellectual capability of the Portfolio Office, Programme Office or Centre Of Excellence team.

• Manage and drive continuous performance improvement outcomes • Set appropriate directions, priorities and expectations for direct reports and agree the

work programmes, tasks and performance • Provide context, translate and communicate the Department’s direction within your

team • Act as the Manager Strategy, Planning and Performance when required

Communication and Relationship Management

• Build and maintain successful professional relationships with key stakeholders, staff and managers

• Review and improve programme and project information management and communication systems

• Formal communications on Programme and Project-related issues are prepared and distributed regularly

Health & Safety (for self)

• Takes personal responsibility for keeping self free from harm • Follows safe working procedures • Reports incidents promptly • Reports hazards promptly and suggests appropriate remedies • Knows what to do in the event of an emergency • Co-operates in implementing rehabilitation plans

Health & Safety (for the team)

• Ensure staff are informed of Health and Safety requirements in the workplace, and are adequately trained to carry out their work safely.

• Ensure the prompt and accurate reporting, recording and investigation of all workplace incidents and injuries.

• Ensure all hazards are promptly assessed for their significance, and managed


Key Relationships Internal

• Manager Strategy, Planning and Performance • Enterprise Portfolio Management Office Team • Strategy, Planning and Performance Team • Senior Managers in all branches in particular Government Technology Services • Project and programme managers/teams • Governance Committees • ELT

External

• Central agencies • Other Government departments • Relevant networks and professional associations

Staff Management

• Number of direct reports 2-4 (TBA) • Number of staff reporting to direct reports Nil

Person Specification Essential Desirable

Experience

Demonstrated strong leadership and management skills, coupled with strong P3M3 or strategy/business planning skills

Yes

Experience to develop and maintain robust relationships with all parts of the business including senior managers, programmes and projects and any third-party service providers

Yes

A history of achievement in the development and delivery of high quality services

Yes

Knowledge

Understand the wider objectives of the portfolio and programme and have credibility within the environment and be able to influence others

Yes

Understanding of the political process and the role and place of public service agencies and a commitment to the overall goals and objectives if the New Zealand public service, including partnership with Māori in the context of the Treaty of Waitangi

Yes

Skills

Evidence of excellence in communication and negotiation, especially in complex settings and in a cross-cultural environment

Yes

Ability to rise above strategic challenge, overview and scrutiny and ensuring alignment with wider policy and strategic initiatives

Yes


Essential Desirable

MS Word Yes

MS Excel Yes

MS Visio Yes

MS Project Yes

Education and Professional Memberships

Prince2 Practitioner Yes

MSP Practitioner Yes

Tertiary Qualification Yes

Other

Security Clearance Confidential

DIA Competencies Competencies are behaviours that drive job success. They are observable and measurable characteristics that can be seen when a job is being done well. The competencies required for this job are listed below. Each competency falls within a competency cluster, which are broad themes of skills, behaviours and abilities. Competency Cluster Competency

Integrity and Trust

Ethics and Values

Integrity

Learning on the Fly

Self Knowledge Emotional Maturity

Composure

Talent to Execute

Perseverance Positive Energy

Edge

Interpersonal Savvy

Managing Diverse Relationships

Managing Complexity


Competency Cluster Competency

Managing and Developing People

Achieves Effectiveness for Māori Effectiveness for Māori With the exception of Achieves Effectiveness for Māori, the competencies DIA uses are derived from the Competency Sort Cards

developed and copyrighted by Lominger Limited, Inc. No part of the Lominger competencies may be used, reproduced or transmitted in

any form or by any means, by or to any party outside of The Department of Internal Affairs.

Competency Clusters

• Integrity This is the ability to accept personal accountability for actions and decisions; to be reliable, trustworthy, and honest in all aspects of our work; and to uphold the values and principles of the Department.

• Intelligence

This is the ability to learn, understand and think things out quickly. It is demonstrated in our ability to reason, solve problems, think creatively, understand ideas that can be complex, and learn quickly from experience. It is the ability to make sense of a changing environment and figuring out what to do.

• Emotional Maturity

This is the ability to control one's emotions, to recognise their impact and to adapt to changing circumstances, particularly during stressful times. It includes the ability to sense, understand, and react to others' emotions. It is about knowing one's strengths and weaknesses and continuously looking to improve oneself. It also requires individuals to demonstrate resilience and sound judgment in dealing with challenges.

• Talent to Execute

This is about getting the job done. It is the ability to achieve results for the Department and provide an outstanding service, with and through others. It also describes continuously searching for innovation and ways to add value in order to position the Department for future success.

• Positive Energy

This is the demonstration of an upbeat attitude through good times and bad, and the desire to strive for the best outcomes for the Department. Individuals who demonstrate this trait are able to positively affect the behaviour of others, motivating them with a sense of purpose and spirit of cooperation. It encompasses the capacity to care deeply for the work that we do and for the principles and values of the Department.

• Edge

This is the ability to make tough calls and to demonstrate courage and confidence in challenging situations. It encompasses expertise in risk management and decision-making. Those with edge provide stability and clarity when crisis and confusion arise.

• Managing Diverse Relationships

This is the ability to work with a diverse range of people and to build mutually beneficial relationships and networks, sometimes in complex environments. It is the ability to value


the contribution of others, respecting each other's views, beliefs and customs, united in a common purpose.

• Managing Complexity

This is the ability to operate effectively in an ever-changing environment, scanning the horizon for looming issues and providing solutions. This requires individuals to take an organisational perspective when resolving problems, ensuring the Department

• Managing and Developing People

The ability to select, manage, develop and retain an excellent workforce within an environment that values diversity and individuality. It includes the promotion of continuous learning and the development of others to ensure the Department is an employer of choice.

• Achieves Effectiveness for Māori

Achieves Effectiveness for Mäori describes working effectively with and for Mäori colleagues, clients and stakeholders, to ensure their specific needs are identified and met, and to create a positive work environment for Mäori. It relates to our Effectiveness for Mäori (EfM) strategies, policies and guidelines and supports our vision to be recognised as an EfM leader in public service.

08-12 09-45-14 2948150da - job description - epmo team ... · job description job title epmo...

Documents