Summary
A senior digital portfolio manager is responsible for co-ordinating and managing a portfolio of digital projects.
At this role level, you will:
track, analyse and help deliver outcomes in your portfolio
give guidance and deal with issues to help teams to deliver faster
manage governance and assurance processes, and ensure standards are met
provide information to stakeholders on work performance and related risks
Background
| Description | Background |
|---|---|
| Has proven project management and leadership skills, and a good knowledge of programme management. Knows own organisation's policy framework, management structures and reporting procedures. Has strong planning, communication and presentation skills, and is proficient in project and programme quality management. | Prior Knowledge and Skills |
Work Activity Components
| Title | Details |
|---|---|
| Execute and support (POMG) (Level 6) | Plans and coordinates a portfolio of programmes and portfolio management activities to ensure the effective implementation of interrelated programmes/projects from business case initiation to final operational stage. |
| Portfolio definition (POMG) (Level 6) | Leads the definition of a portfolio of programmes, projects, and/or on-going service provision. Plans, schedules, and enables portfolio activity to be monitored to ensure that each part of the portfolio contributes to the overall achievement of the portfolio. |
| Portfolio economics(POMG) (Level 6) | Determines, monitors and reviews all portfolio and inter-programme economics. Identifies and advises senior stakeholders of any potential projects/programmes/change initiatives or risks. Recommends and monitors corrective action to ensure achievement of the overall portfolio. |
| Reporting and controls(POMG) (Level 6) | Plans, schedules, monitors and reports on activities and risks related to the portfolio. Notifies projects/programmes of exceptions when they are unsafe and reports to senior management for corrective action. |
| Approach, standards and good practice(POMG) (Level 6) | Monitors the standards for the project/programme delivery lifecycle, including pre-approval of business cases. Provides general and specific advice and authorises the issue of formal reports to management on the effectiveness and efficiency of control mechanisms and on portfolio status. |
| Issues(POMG) (Level 6) | Identifies issues with project/programme structure, resourcing, risks, funding and dependencies across the portfolio. |
Behavioural Skills
| Title | Details |
|---|---|
| Decision Making | Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources. |
| Goal Orientation | Maintaining focus on agreed objectives and deliverables. |
| Commercial Orientation | Understanding commercial considerations and ensuring alignment with them when making decisions or recommending actions. |
| Organisational Awareness | Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers. |
| Cross-Functional and Inter-Disciplinary Awareness | Understanding the needs, objectives and constraints of those in other disciplines and functions. |
| Interacting with People | Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences. |
| Leadership | Clearly articulating goals and objectives, and motivating and leading others towards their achievement. |
| Providing Direction | Directing others to undertake specified tasks within a defined timescale. |
| Follow-up and Monitoring | Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Business Analysis Techniques | Applying techniques that help investigating, analysing, modelling and recording a business area or system of interest. | Familiar with |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Budgets | Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money. | Proficient in |
| Business Proposals | Methods and techniques for preparing and presenting business cases, requests for proposal (RFP) invitations to tender (ITT) and statements of requirements/work both verbally and in writing. | Familiar with |
| Project Management | Principles, methods, techniques and tools for the effective management of projects from initiation through to implementation. | Proficient in |
| Techniques for Effective Meetings | Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. | Proficient in |
| Project Planning and Control Techniques | Methods and techniques associated with planning and monitoring progress of projects. | Proficient in |
| Programme Management | Principles, methods, techniques and tools for the effective management of a programme of projects and related activities through to the successful achievement of planned business benefits. | Proficient in |
| Resource Allocation | The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results. | Proficient in |
| Project Risk Management | The identification, assessment and management of project risks, that could result in time or cost over-runs, or failure to deliver products which are fit for purpose. | Proficient in |
Training
| Title | Details |
|---|---|
| Project Leadership | Project management methods and leadership skills as preparation for more demanding project management responsibility. |
| Strategic Planning for Information and Communications Systems | The process of defining the ICT strategic plan of an organisation in a methodical way based on business aims and objectives thereby enabling the specification of options and associated action plans for the use of IT-enabled business processes. |
| Programme Management | Principles and practices to be followed in selecting, planning and managing a programme of projects, and the roles and responsibilities associated with programme management. |
| Security Awareness | Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Deputising | Standing in for supervisor or manager on a temporary basis during periods of absence. | Broadening Activities |
| Job Shadowing and Special Assignments | Undertaking temporary periods or secondments in other roles, particularly those that offer a new perspective on own function or exposure to other environments and cultures. | Broadening Activities |
| Mentoring | Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development. | Broadening Activities |
| Gaining Knowledge of Broader IT Issues | Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc. | Increasing Knowledge |
| Gaining Strategic Knowledge of Employing Organisation | Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues. | Increasing Knowledge |
| Gaining Knowledge of Standards and Legislation | Gaining and maintaining knowledge of relevant national and international standards and legislation. | Increasing Knowledge |
| Participation in Professional Body Affairs | Taking an active part in professional body affairs at branch, specialist group, committee or board level. | Participation in Professional Activities |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| Team Leadership | Undertaking learning and practice of the skills required to lead teams, including motivation, direction, coaching, delegation, appraisal, counselling and developing others. | Developing Professional Skills |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| MoP Practitioner Management of Portfolios | AXELOS |
The Professional Body Responsible for this job family is BCS. This job role profile was created in collaboration with BCS, using Role Model Plus.