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IT PMO Manager

£58,248 - £61,617 per annum

Directorate: Resources

Grade: LBR 16

Department: IT

Hours/weeks: 36 hours/52.14 weeks

Team: IT Portfolio

Base/location: Lynton House

Reports to: Head of IT Portfolio

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Responsible for:

Project Managers

Project Analysts

Project teams

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Role and context

The IT Portfolio Team Manager is responsible for governance oversight, project startup, resourcing and delivery of the portfolio of IT programs and projects ensuring that goals or objectives are accomplished within approved time frames, scope and budget. They are responsible for supporting the Council's IT Portfolio governance framework and for tracking the business benefits of IT and digital transformation programs.

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They will negotiate with business managers the deployment of in-house resources or recruitment of temporary external resources to deliver projects. As the manager of our internal IT project resources and of contract staff brought in to deliver specific projects, they are responsible for their performance and their successful delivery of assigned projects. The IT Programme Team Manager is responsible for the management of the Portfolio's financials associated cost centres, and the monitoring, analysis and reporting of portfolio investments in collaboration and agreement with Finance and the Contracts' Manager.

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The IT service delivers projects initiated within IT Portfolio and on behalf of business units. The IT Portfolio Team Manager will manage the delivery and prioritisation of projects and maintain the pipeline of work still to be addressed.

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Key accountabilities and result areas

Strategy and Planning

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  • Planning, scheduling, monitoring, and reporting on delivery of the IT programme.

  • Resource scheduling to ensure availability of adequate resources to deliver the programme.

  • Forecasting realistic project and programme outcomes and planning benefits realisation.

  • Monitoring, reporting and assuring the budgets for each cost centre and assuring that they are spent wisely

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Operations and support

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SFIA Programme Management: Level 6

SFIA Project Management: Level 5

 

  • Enabling service areas to develop project ideas and proposals which align to the council’s IT strategy.

  • Overseeing and ensuring successful delivery of IT projects, from initial project scoping to post-delivery benefits realisation.

  • Reporting to the appropriate board or managers on progress of individual projects, programmes and the IT project pipeline overall.

  • Championing, promoting and ensuring that the Portfolio Governance Framework and tools are adhered to consistently by the IT Portfolio Service and involved stakeholders.

  • Management of project staff and intervention in their projects as necessary to ensure that projects remain on track and within budget.

  • Ensures that realistic project and quality plans are prepared and maintained and tracks all activities against the plans, providing regular and accurate reports to boards and stakeholders.

  • Monitors costs, timescales and resources used, and instigates action where these deviate from agreed tolerances. Provides month end status of each cost centre in agreement with Finance and Contracts Manager.

  • Ensuring that project stakeholders are adequately involved and kept informed of progress on their projects, and that customer expectations and project outcomes remain aligned.

  • Ensuring dependencies across programmes are managed.

  • Leads the programme office team, ensuring that team members are informed,

  • Ensures projects are formally closed and, where appropriate, subsequently reviewed, and that lessons learned are captured and actioned.

  • Ensures that all stages of projects are appropriately documented.

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Systems and process development and improvement

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  • Developing, managing and enhancing the IT governance framework and processes.

  • Providing a consistent, open approach to project and programme governance.

  • Ensuring project and programme governance is effective and transparent and the governance requirements for board members and project sponsors are met

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Communication Partnership

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SFIA Relationship Management: level 5

 

  • Building strong, positive working relationships with key customers across the council and with our external customers.

  • Create opportunities for staff from across the council to develop their project management skills and knowledge.

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Performance and standards

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SFIA Portfolio, programme and Project Support: level 5

 

  • Developing programme and project management standards and processes and promoting their use.

  • Delivering training and mentoring for project team members.

  • Publishing (internally) updates on the portfolio of work, including financial information, enabling the whole organisation to understand the changes being made.

  • Being responsible for setting standards and providing guidance on portfolio, programme and project management processes, procedures, tools, reporting and techniques

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Key performance outcomes:

  • Delivery of the IT project pipeline.

  • Operation of effective, proportionate programme governance.

  • Appropriate, accurate and informative stakeholder communication.

  • Raising the standard or project management in the council.

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Resource Management

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  • Management and development of programme office staff, ensuring that all are working according to agreed standards.

  • Ensuring that project budgets are clearly defined and attributable and monitored by the project manager and the programme office.

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Corporate Accountabilities

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All employees of the Council should undertake and conduct their work with due regard to the corporate accountabilities (available on the Redbridge Council website). These include responsibilities for outcomes regarding Equality, Conduct & Behaviour, Health & Safety, Data Protection, Safeguarding and Customer Care.

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Flexibility

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The key responsibilities and duties of the role are neither exclusive nor exhaustive.  All workers are expected to operate flexibly to support delivery of services and from time to time will be required to undertake responsibilities outside the normal remit of role description as required by the line manager, which are broadly commensurate with the job level and scope of competence.

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Person specification

Key

Method of candidate assessment

A = Application form

I = Interview

T = Test

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Weighting

3 = most important

1 = least important

Statutory or mandatory qualifications

  • No mandatory qualification required (A)

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Educational ability

  • Degree or equivalent qualification (A)

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Key subject or content areas

  • Prince 2 Practitioner or equivalent qualification (Essential, A)

  • ITIL® Foundation (Desirable, A)

  • Quality Management Certification (Desirable, A)

  • Managing Successful Programmes (Desirable, A)

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Knowledge / experience field

  • Operation of governance frameworks within local authorities (A, I)

  • Portfolio, programme and project management experience (A, I)

  • Project quality assurance techniques (A, I)

  • Project planning and monitoring of projects involving multiple stakeholders and interest groups (A, I)

  • Risk Management (A, I)

  • Financial management experience of project accounting over £100,000 (A, I)

  • Dealing with multiple concurrent issues calmly and methodically, enhancing the reputation of the IT service. (A, I, T)

  • Able to resolve conflicts between technical and business priorities and objectives. (A, I, T)

  • Motivating project teams to deliver excellent services in all circumstances. (A, I, T)

  • Managing both Waterfall and Agile projects (Desirable). (A, I, T)

  • Establishing credible relationships within IT and the business, acting as a respected and authoritative representative of the IT service. (A, I, T)

  • Able to influence others at all levels of the organisation to contribute to the success of the IT programme or individual projects. (A, I, T)

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Management

Ability to manage, motivate and develop workers and resources within the relevant area(s) of responsibility to deliver required service outcomes, ensuring understanding of how personal objectives align with service and corporate objectives. To facilitate co-operative working within the area of responsibility and across the organisation. To develop and maintain good working relationships with internal and external customers and stakeholders. To share and cascade relevant information as necessary to team. (I)

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Corporate behaviours

The Council has a set of behaviours that all employees are expected to deliver in the performance of their role. The behaviour framework can be found on the Councils internet page, and these should be reflected in your application and the way you work.  As part of an individual’s personal development Redbridge expects employees of all levels to be continuously developing these core behaviours. (I)

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Effective and collaborative team working

  • To take responsibility for personal development and actively participate in all learning and development. (I)

  • To participate in the ongoing development, implementation and monitoring of service plans. (I)

  • To support and contribute to value for money, service efficiency and improvement. (I)

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