Management Team

The Deputy CITO/Director of Strategic Change

Responsible for:

1. Overall accountability for the entirety of the change pipeline and the successful delivery of the projects, small change, service improvement, and continuous improvement activity within the portfolio.
2. Initial qualification and scoping of activities, including working with the University Executive to prioritise change initiatives, through delivery, and ensuring a successful transition into business as usual.
3. The role represents the change portfolio at senior governance bodies, including UEB Operations, FGPC, Audit & Risk, and other committees as required.

The Director of Strategic Change Planning

Responsible for:

1. Managing the change pipeline understanding the university’s strategic priorities and translating them into plans
2. Translating problems, risks, and opportunities into change activities.
3. The team documents change requests and objectively presents them to governance groups for decision-making on which activities to pursue and when.
4. Managing change activities during their ‘discovery phase’ (through options consideration, recommendation and up to an approved business case).

The Head of PMO & Strategic Planning

Responsible for:

1. Implementing a benefits management approach across the SC portfolio
2. Managing and developing the internal team processes relating to budget management, project reporting and resource management
3. Managing and developing the PMO team to provide project support that directly and positively impacts on projects delivery
4. Developing an SC People Strategy to drive staff retention and performance delivery

The Director of Strategic Change Delivery

Responsible for:

1. Managing the Portfolio of projects
2. Ensuring that objectives and outcomes are delivered and the benefits profiles are realised.
3. Project delivery from business case approval and includes large programmes and service and continuous improvement initiatives.

The Senior Enterprise Architect

Responsible for:

1. Overall accountability for the architectural strategy, digital strategy, roadmap and common data architecture & governance.
2. Manages the architectural review processes and governance processes.
3. Reviews the cross-institutional request funnel for IT solutions to assess their architectural and strategic fit.
4. Manages a team of architects and their work supporting a variety of projects and initiatives.

Teams

The Portfolio Management Office (PMO)

Responsible for:

• Implementing and managing the Project Framework for all SC Projects.
• The resource is allocated across projects and initiatives to provide administrative, financial and benefits realisation support to our projects.

The Business Analysis Team

Responsible for:

• Working with stakeholders throughout the project lifecycle to shape scope and project outputs to ensure the project will meet its strategic and tactical objectives.
• Pre-project, liaise with project requestors to complete an initial assessment to inform decisions around prioritisation and next steps.
• In projects, analyse the current state of people/process/technologies; capture requirements; propose options and draft business cases based on the desired target state, costs, and benefits; manage requirements throughout project delivery.

The Project Management Team

Responsible for:

• Managing transformational and major strategic change projects in the University.
• Provide coaching and mentoring for existing and new project managers with the University.

The Business Change Team

Responsible for:

• Supporting the University Community to deliver strategic change by focusing on embedding effective change management practice for impacted individuals
• Offering a separate responsive service improvement function.

Enterprise Architecture Team

Responsible for:

• Supporting the design and implementation of technology solutions across the institution.
• Reviewing proposed solution designs and supporting colleagues developing solution proposals.