Portfolio Delivery Manager

at  Beazley Management Limited

SKILLS & ABILITIES

§ Balancing competing needs
§ Time Management
§ Coaching and educating
§ Analysis
§ Objective setting
§ Data Assimilation
§ Feedback
§ Business acumen

KNOWLEDGE & EXPERIENCE

§ Applications and tools (Office systems, MS Teams, PPM Tools (ideally Planview Adaptive Work), JIRA, Confluence
§ Portfolio prioritisation, project pipelines/backlog processes
§ Corporate language and communication
§ Business operating models, metrics (OKRs, KPIs etc)
§ Change delivery methods (MSP, Prince2, SDLC, Scrum, SAFe)
§ Programme, Project and Portfolio (P3M) and PMO theories and practice, including maturity models
§ Typical financial processes (budgeting, forecasting, actuals, alignment with Financial cycles)
§ Service Management (e.g. ITIL)

§ Provides Programme, Project, Portfolio services to the assigned portfolio(s) (e.g. monitoring plans, financials, risks & issues, dependencies, change requests, benefits etc).
§ Gathers, validates and challenges updates from Project Managers/Delivery Leads, driving use of simple, effective language and dealing with data gaps/omissions
§ Develops and leverage lessons learned capabilitiy and introduce findings to improve future delivery success.
§ Identifies, assess and ensure risks are well managed to mitigate delivery and benefits
§ Identifies and assists in the definition of dependencies and to proactively manage with awareness of impacts.
§ Facilitates forums to promote visibility and alignment between related activities/projects within portfolio (e.g. QBR)
§ Facilitates the end phase stage gate review as key part of Change Management Framework (e.g. Investigate, Manage, Transfer, Realise)
§ Coordinates the production of reports to support governance decision making (locally for the proejct/programme/portfolio and enterprise level) produced by PPM tool
§ Drives the development of the Capacity Management capability, supporting stakeholders to consider their capacity for change
§ Supports the allocation (and changes to) internal SME resources within the portfolio (or sub portfolios) assessing the impact and offering pragmatic solutions.
§ Considers synergies and common needs across the portfolio (e.g. SME capacity/resourcing, Dependencies, support from other change services e.g Procurement etc)
§ Support budgeting and cost control in context of the Change Funding Model
§ Highlights learnings to feed into the improvement of the Change Governance model and related frameworks (VRF, CMF etc)
§ Highlights conflicts between portfolio and business-as-usual needs