Head of Digital Engineering Service Portfolio (London)

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OVERVIEW OF THE DEPARTMENT/SECTION: Mitsubishi UFJ Financial Group (MUFG) is one of the world’s leading financial groups. Headquartered in Tokyo and with approximately 350 years of history, MUFG has a global network with 1,100 offices in over 40 countries. The Group has over 140,000 employees, offering services including corporate banking, commercial banking, retail banking, wealth management, investment banking, capital markets, personal and corporate trust, and transaction banking.

The Project Promotion team is part of the IT Planning, Reporting and Administration department (IPR). The role of the IPR department is to ensure communication and liaison with Head Office (HO) in Tokyo, for both Bank and Securities, as well as accountability for EMEA Technology wide reporting, management of resourcing processes, management of asset processes and administration of wider planning processes including annual budget planning.

The Infrastructure Portfolio is part of the Project Promotion team which handles the delivery of EMEA projects within the planned schedule and budget.

NUMBER OF DIRECT REPORTS: 13 Consultants / Contractors as part of the wider project delivery team.

MAIN PURPOSE OF THE ROLE: To plan, direct and govern the Infrastructure portfolio of investment and (in-scope) expense projects, ensuring quality, outcomes, timelines and cost requirements are met. The change being delivered could be both non-IT (including but not limited to creation of a new procedure or standard or new control(s); Redesign of a business process; Organizational change management; Regulatory impact assessments) and IT related (including but not limited to creation of or enhancements/revisions to an application, creating a database, or system migration).

To recruit, line manage and develop staff and/or matrix manage project delivery staff to deliver across the portfolio of work on time and on budget. To be a senior programme/portfolio management SME and use their expertise to manage delivery, resolve conflict and mitigate change risk and advise the business on decisions relating to change using key tools such as portfolio roadmap, critical path analysis, earned value analysis.

To manage the delegated authority from MUSHD/Bank Head Office (via CIO) for delivery in their portfolio empowered to drive through delivery to achieve required benefits on behalf of their AE. To create and manage the portfolio delivery Roadmap and critical path making appropriate prioritization decisions and interventions on individual projects/programmes to control overall portfolio delivery.

To engage key staff in the Technology team (as well as other key stakeholders from other departments) who are impacted by the portfolio of investment and (in-scope) expense projects. On individual projects, oversee and validate that the staff engagement plan for each project is comprehensive and identifies the correct audience(s) as in scope.

To provide accurate, and concise, point in time reporting to all stakeholders generated from golden source tools including the General Ledger, and PPM (Portfolio, Programme, Project Management) tools. To provide updates to all oversight committees ranging from EMEA ExCo, EMEA Delivery Forum, EMEA Infrastructure portfolio committees etc. Responsible for portfolio delivery within governance/KPIs.

The candidate will need extensive experience in Banking/F.I, with strong stakeholder experience with first-hand knowledge of Banking products. Strong communication and interpersonal skills is a must, and the candidate must have a well-organised structured approach to managing large programmes/projects and working with senior stakeholders.

KEY RESPONSIBILITIES:

• Maintain alignment of the delivery portfolio to the Technology department MTBP; change controlling the delivery Roadmap/critical path if priorities change.
• This will be through both Annual Planning and within the financial year when unplanned projects need to be prioritized against planned projects.
• Project outcomes will be described tangibly/in enough detail to justify the cost of delivery/cost of ownership after project go live and scrutiny by both the Technology Accountable Executive (and their management team) as well as from MUSHD/Bank Head Office (via CIO).
• Success will be the Accountable Executive’s buy-in into the portfolio structure at point of baselining the portfolio and change control.
• Ensure that the portfolio (and all its constituent projects/programmes) are compliant to minimum quality standards defined in the project delivery policy/process/procedures.
• This includes being complete (in terms of data capture as specified in the toolset and documentation standards); current (no stale data as in missed dates); and accurate (maintained with the latest update).
• This will be through regular and proactive use of reporting provided by central PMO; and regular 1:1s with staff delivering the portfolio of work.
• Regular catch-up with peers/risk control owners in other departments who have vested interest in quality project delivery.
• Using golden source data to submit updates to oversight/executive committees instead of off-line data sources.
• Sign-off all deliverables assigned to the Portfolio Manager roles in the project delivery lifecycle RACI and roles and responsibilities.
• Define and track the delivery of project outcomes and benefits in order to justify the business case and decisions to prioritise the project for delivery.
• Use subject matter expertise and experience to challenge the delivery of all projects and programmes within the portfolio in order to assure/attest on time/on budget/in scope delivery.
• Ensure the portfolio committee remains in governance: that meetings are quorate, the Terms of Reference are reviewed at least annually, and that the portfolio committee has visibility/transparency of portfolio delivery status, change and risk.
• Management of baseline (budget, scope, outcomes/benefits, timeline).
• Approval of change.
• Approval and closure of mitigating actions for escalated risks and issues.
• Approval of project go live and capture/logging of Accountable Executive Attestation at go live.
• Approval to close project following update as to lessons learned and project closure reports.
• Approval of every project business case (benefits vs cost).
• Set up effective communications within the project and programme teams within the Infrastructure portfolio.
• Feed back constructive continuous improvement suggestions to the Central PMO team.
• Get involved in delivery of updates to the project delivery framework at MUFG.

Other Responsibilities include:

• Setup and manage Portfolio committees for Technology Infrastructure.
• Plan, manage and execute strategic initiatives and projects for Infrastructure supporting their respective business plans/wider strategy.
• Ensure solid portfolio governance and communication across stakeholders including AEs (Accountable Executives, affiliates, Technology and all applicable support areas).
• Manage the overall portfolio of projects; as overall programme manager or via direct project Manager reports.
• Produce portfolio MI, create and deliver project work plans and revise as appropriate to meet changing needs and requirements, adhering to CR processes.
• Identify resources and assign responsibilities.
• Manage day-to-day operational aspects of the portfolio/programmes and project(s) therein.
• Manage IT vendors, consultants, contractors as appropriate.
• Centralise portfolio demand and work closely with procurement to ensure appropriate governance and delivery is efficient/cost effective as possible.
• Ensures project documents are complete, current, and appropriately stored aligned to PDLC and Tokyo/H/O standards where applicable (i.e Gyokie).
• Competent in managing to established project methodology and best practice.
• Works closely with relevant business and technology stakeholders across regions to ensure effective and efficient implementation of the project(s).
• Understands project budgeting; scheduling expenditures; analysing variances and initiating corrective actions.
• Submits project status reports to stakeholders; coordinates and provides updates to steering committees; anticipates and reacts to change.
• Line management responsibilities – including agreeing objectives and performing appraisals.
• Managing the full project lifecycle from initiation to closeout adhering to the PDLC and liaise with Audit as required.
• Identifying & managing inter-dependencies with other programmes/projects within the Business portfolios.