Project Governance and Assurance Manager

Description

Remote requires a Program Governance and Assurance Manager who will be responsible for developing and implementing the Program Delivery Governance and Assurance framework for technical Information Communications and Technology (ICT) projects in ASD. The Program Governance and Assurance Manager will be responsible for the managing the framework, which will provide assurance to the organisation of the programs delivered. The Program Governance and Assurance Manager will also be responsible for providing training to ASD personnel on the implemented Program Delivery Governance and Assurance framework.

Role Information

Key duties and responsibilities

• In line with the ASD Portfolio Governance framework, Develop, and implement the Program Delivery Governance and Assurance framework for ECRPM, which will enable organisational strategic objectives.

• Develop, and implement governance and assurance artefacts to enable efficient and quantifiable reporting to the organisation’s Portfolio Management Office.

• Author and present briefs to senior executives of ASD, to address program issues.

• Liaise with senior business stakeholders on program level issues.

• Develop and distribute monthly reports at the program level using project level reports as input

• Transfer skills and knowledge to ASD personnel in relation to Governance and Assurance, Management, and Project Management.

Desirable

1. Demonstrated Project Management experience in a Managing Successful Programmes (MSP) environment.

2. Strong Project / Program Management skills with at least ten years of managing projects / programs.

3. Experience managing programs of organisational change/change management practices.

4. Superior Stakeholder Engagement skills. 

Essential criteria

1. SFIA GOVN 6 – Governance Implements the governance framework to enable governance activity to be conducted. Within a defined area of accountability, determines the requirements for appropriate governance reflecting the organisation's values, ethics and wider governance frameworks. Communicates delegated authority, benefits, opportunities, costs, and risks. Leads reviews of governance practices with appropriate and sufficient independence from management activity. Acts as the organisation's contact for relevant regulatory authorities and ensures proper relationships between the organisation and external stakeholders.

1. SFIA QUAS 6 – Quality Assurance Leads, develops and is accountable for an organisational approach and commitment to quality assurance. Ensures that quality assurance processes and activities are robust and reliable, and appropriately tailored to the organisation’s quality objectives. Plans and resources the organisational quality assurance activities, using internal or third-party resources. Considers the implications of emerging technology, approaches, trends, regulations and legislation. Monitors and reports on quality assurance activities, levels of compliance, and improvement opportunities.

1. SFIA PGMG 6 – Program Management Plans, directs, and co-ordinates activities to manage and implement a programme from contract /proposal initiation to final operational stage including the transition into 'business-as-usual'; plans, schedules, monitors, and reports on activities related to the programme. Ensures that programmes are managed to realise business benefits and that programme management is informed by an awareness of current technical developments.

Desirable criteria

1. SFIA PRMG 6 – Project Management Takes full responsibility for the definition, documentation and successful completion of complex projects (typically with significant business, political, or high-profile impact, and high-risk dependencies). Selects methods and tools, using iterative techniques where appropriate, ensuring that effective project control, change control, risk management and testing processes are maintained. Monitors and controls resources, revenue and capital costs against the project budget and manages expectations of all project stakeholders.

1. SFIA RMLT 5 – Stakeholder Relationship Management Leads the development of comprehensive stakeholder management strategies and plans.

1. SFIA CIPM 5 – Organisational Change Management Defines and communicates the approach for change management for a significant part of the organisation. Initiates, plans and leads strategic, large and complex change management initiatives. Provides guidance and raises awareness to help change leaders demonstrate effective behaviours to deliver organisational change. Establishes feedback processes and leads analyses of change management successes. Enables continual improvements to change management methodology, tools and training necessary to enhance the maturity across the organisation. Builds long-term, strategic relationships with senior stakeholders (internal & external). Facilitates the engagement of stakeholders in support of the delivery of services and change projects. Acts as a single point of contact for senior stakeholders, facilitating relationships between them. Negotiates to ensure that stakeholders understand and agree on what will meet their needs, and that appropriate agreements are defined. Oversees monitoring of relationships including lessons learned and appropriate feedback. Leads actions to improve relations and open communications with and between stakeholders

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