Manager Business Systems

Transcription

1 Manager Business Systems Technology Services & Support (TSS), Shared Services Branch (SSB) The Manager Business Systems manages teams that provide systems development and support for unique applications across DIA. They develop and maintain a clear strategy for Business Systems and work to resolve a range of complex problems in supporting the delivery of services to the business, enhancing existing systems and developing new systems. Reporting to: Manager Service Performance and Integration Location: Wellington Salary range: Information Technology J What we do matters our purpose Our purpose is to serve and connect people, communities and government to build a safe, prosperous and respected nation. In other words, it s all about helping to make New Zealand better for New Zealanders. How we do things around here our principles We make it easy, we make it work Customer centred Make things even better We re stronger together Work as a team Value each other We take pride in what we do Make a positive difference Strive for excellence Working effectively with Māori Te Aka Taiwhenua our Māori Strategic Framework enables us to work effectively with Māori. We accept our privileged role and responsibility of holding and protecting the Treaty of Waitangi / Te Tiriti o Waitangi.

2 The Department of Internal Affairs What you will do to contribute Delivery and Performance of Services Shape goals and outcomes for the Business Systems function at both the operational and strategic level and capture this into deliverable business and workplans for each team Lead priority setting for Business Systems workplans and activities, ensuring that teams problem-solve and resolve system issues in the portfolios for which they are responsible Ensure effective operating processes, systems and tools are in place to ensure that performance targets and Service Level Agreements are met Lead innovative improvements to the delivery of application support and enhancements Plan for and manage the resources needed to deliver the services to meet committed and forecast demand Take full ownership and responsibility for the financial management of services; to ensure the service is managed and delivered to meet financial targets Establish and oversee or maintain quality standards and application development assurance activities for external (vendor) delivered, and internally delivered products and services Lead the development and maintenance of continuous improvement processes for applications development and support As a result we will see Management and the business have confidence in the Business Systems service offering. The business reports continuous improvement in delivery. DIA Branches will have confidence in the delivery and support of their line of business applications Page 2 of 7

3 The Department of Internal Affairs What you will do to contribute Business Engagement and Relationship Management Be accountable for and take part in working with the business to create and deliver meaningful strategies for their specific applications, including engaging with the business around their needs and the future direction of their application Provide leadership for engagement between portfolio leads in the Business Systems teams and the business, ensuring that capabilities and performance align with new and evolving expectations for partnering with the business. Identify and present opportunities to improve business outcomes through the use and application of technology Work closely with the business and Business Systems team members to understand the business requirements that drive the design of quality solutions Manage effective relationships with the ITMS supplier, other third party suppliers and others as required. Work with the Technical Delivery Manager and ITMS vendor to ensure effective application integration with underlying/supporting infrastructure Work closely with the Manager Unified Services to ensure customer and vendor insight is used to inform delivery Professional Leadership Drive an uplift in capability across Business Systems the providing coaching and support for Team Leaders in developing new ways of working Ensure effective processes are in place for review and quality assurance of outputs, and feedback loops to ensure that, when delivered, practice and outputs meet the expectations of the business Challenge prevailing mindsets and promote dialogue that leads to the exploration of innovative ideas and approaches to enhance effectiveness As a result we will see Business Systems is seen as a trusted and valued advisor and delivery partner Good working relationships are maintained internally and externally with stakeholders. Business Systems working collaboratively across TSS to deliver seamless and joined up services to the business Issues escalated to the Manager Business Systems are resolved effectively Development and adoption of a consistent practice that includes consistent tools and processes; industry leading best practices; templates and standard deliverables. Increased understanding of design options and choices for the team and for the business Page 3 of 7

4 Innovation and Change Transition Leadership Oversee translation of new ideas and approaches into implementation using continuous improvement, adaptation, and analysis Work with the teams to enable them to adjust to constant business change including new requirements, evolving goals and strategies, and emerging technologies Collaborate with Team Leaders and teams to identify issues and opportunities, discuss change impacts and enable them to embrace change and realise the benefits Identify further opportunities for change, and problems and issues which impact on the sustainability of changes, develop and implement strategies for these People Leadership Support Team Leaders and their teams in developing an understanding of how their work links to broader strategy and business transformation. Drive Team Leaders in increasing the speed, agility and flexibility of service delivery to actively adapt to the changing needs of the business Oversee interfaces between business analysis, architecture and project management activities, and other activities involved in delivering business change Support Team Leaders in developing a strong team culture through active management of team dynamics, joint planning and integrated, agile crossdisciplinary ways of working that draws on the full range of skills and expertise in teams Proactively mentor, coach and support team leaders to collaborate, develop skills, adopt new ideas and develop practice Manage the performance of team leaders in accordance with DIA s Performance Management System ensuring that performance encompasses both professional capability and performance as a leader of a cross-functional team The Department of Internal Affairs Currency with changing practices technologies, and knowledge Teams can access innovative and new ways of thinking and understand their potential New ways of working and engagement are owned by the team Ongoing fine-tuning to structure and roles takes place as required as the new operating model is bedded in High performing and high potential Team Leaders are effectively recruited, developed, supported and retained Teams have a positive culture in line with DIA principles and behaviours Regular assessments and reviews of Team Leaders are completed in accordance with DIA processes and business needs Page 4 of 7

5 Advise Collaborate with Influence Inform Manage/ lead Deliver to Management of Financial Outcomes Understand all costs associated with the services including year on year comparisons Own and manage all vendor costs related to the services the teams deliver Maintain tight fiduciary control of all budgets for people and products, and align the budgets with the services that constitute the entire income stream of the unit Forecast for changes to cost and on-charges with the introduction, retirement or modification of services Manage the funds required to both deliver and improve the services to our clients within DIA Ensure vendor costs are appropriate and invoices are processed on time and are accurately allocated to the consumers of the services either directly or through the service charge Health and safety (for self) Work safely and take responsibility for keeping self and colleagues free from harm Report all incidents and hazards promptly Know what to do in the event of an emergency Cooperate in implementing return to work plans Health and safety (for team) Inform, train and equip staff to carry out their work safely Ensure prompt and accurate reporting and investigation of all workplace incidents and injuries Assess all hazards promptly and ensure they are managed The Department of Internal Affairs Expenditure is managed within agreed budget and when necessary updates to forecasts are made All finance and procurement processes are followed Projects have the resources they need to achieve specified objectives on time. A safe and healthy workplace for all people using our sites as a place of work. All requirements of DIA s Health and Safety policy and procedures are met. Who you will work with to get the job done Internal TSS Management team SP&I leadership team Business Systems teams Project Managers, Project Coordinators and Business Analysts TSS Managers and Staff Test Manager and Team Business Owners Page 5 of 7

6 Advise Collaborate with Influence Inform Manage/ lead Deliver to The Department of Internal Affairs Who you will work with to get the job done External Key vendors and suppliers ITMS Suppliers Government agencies Your delegations as a manager Human Resources and financial delegations Direct reports Your success profile for this role At DIA, we have a Capability Framework to help guide our people towards the behaviours and skills needed to be successful. The core success profile for this role is People Leader. Keys to Success: Setting expectations Encouraging innovation Building effective teams Identifying talent and developing others Motivating others to achieve results Developing business acumen Level E 3 (with up to 35 staff in total) What you will bring specifically Experience: Experience in the management and leadership of a large Application Support and/or Development function Experience in managing a DevOps model is preferred A track record in the leadership of large and (ideally) cross-disciplinary teams A strong base of experience in business engagement, and proven ability to increase flexibility and responsiveness to business needs. Experience in budget and financial management in (preferably in the public sector) Knowledge: Experience with a range of methodologies for application development A high level of understanding of frameworks, processes and methodologies that contribute to service maturity and service excellence Sound knowledge of a range of technologies and their practical applications in supporting business requirements Knowledge and experience of quality assurance techniques in a continuous improvement environment Sound knowledge of risk management Skills: Strong change management skills, particularly in lifting capability, enabling Page 6 of 7

7 The Department of Internal Affairs Your success profile for this role What you will bring specifically cross-functional ways of working, and changing culture. Strong communication skills, able to communicate with credibility at all levels of an organisation Appreciation of both business and technical requirements and how to blend the two together successfully Problem solving skills at a level to work through issues of considerable complexity, using high level conceptual thinking skills, in depth analysis in the context of the overall business issues for DIA as a whole organisation, and the judgement to select and apply/recommend appropriate decisions Other requirements: IT Service Management foundation certification Relevant People Leadership training Page 7 of 7