Head of Digital Engineering Service Portfolio

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Head of Digital Engineering Service Portfolio

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 Group’s operating companies include Bank of Tokyo-Mitsubishi UFJ, Mitsubishi UFJ Trust and Banking Corporation (Japan’s leading trust bank), and Mitsubishi UFJ Securities Holdings Co., Ltd., one of Japan’s largest securities firms.

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 handle to deliver EMEA project within the planned schedule and budget.

NUMBER OF DIRECT REPORTS

13 Consultants / Contractors as part of 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 / “do ability”. 

To engage key staff in 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 / KPI’s.

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 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 1:1’s 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 AE’s (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 and external to it.
• Coordinating project implementation "Go-Lives".

WORK EXPERIENCE

Essential:

• Minimum 10 years proven track record delivering programmes and projects to financial institutions within time and budget.

• Demonstrable experience of:

• Investment budget management – accurate forecasting of cost categories; management of “estimate at complete” vs budget; budget change control (at individual project, programme or holistically at portfolio level).  Demonstratable insight into controlling cost e.g. no actuals being committed before budget approval and planning / interventions that need to be made if approved budget (vs committed budget) is at risk of being exceeded
• Investment project allocations agreement – working across stakeholders to agree how project costs (budget, increase to on-going expense budget) and benefits and gaining commitment that these costs are factored into their department business plans.  Reporting of aggregated view of project allocations across portfolio.
• Delivery resource review and attestation of on time portfolio delivery (“do ability”) – working across resource supply teams to confirm the availability of required capacity to deliver the portfolio; overseeing project manager progress to securing resource or re-planning project delivery timelines avoiding “crisis escalation” except in genuine cases of inability to secure a rare skillset.
• Portfolio Management Subject Matter Expertise –managing delivery across a portfolio of potentially unrelated projects, resolving conflict, delays and mitigate change risk and advise the business on decisions relating to change
• Portfolio governance design and delivery – delivering regular and relevant reports to portfolio committees / or more senior management / executive forums.  Regular, proactive maintenance of the portfolio committee terms of reference and minute taking / management.  Regular review and challenge of all Risk, Assumption / Action, Issues, Dependencies/ Decision (RAID) logs within the portfolio; and creation of portfolio level RAID items ensuring they are not “stale”.
• Document Management – ensure all project, programme and portfolio artefacts are consistently structured to standards and maintained for ease of reference by second / third line of defence and by Central PMO.
• Annual portfolio planning – structuring the portfolio book of work within assigned budget target and following company standards (timeline for delivering the planned portfolio, data quality, transparent reporting of progress, proactive escalation of risks and issues)
• Project, Programme and Portfolio closure – ensuring that the portfolio is “cleanly” closed and all “open” project items are risk accepted or closed within budget. 

Preferred:

• Strong knowledge of banking regulations and running regulatory projects.
• Good understanding of financial products and front-to-back processes.
• Demonstrable track record of managing multiple stakeholders and building relationships across diverse skill sets and across the organisation.
• Experience of working with and negotiating contracts for vendors and consultancies 
• Coaching, mentoring and leadership skills
• Proven experience and expert understanding of delivering through full project lifecycle SDLC/PDLC using waterfall and agile approaches
• Excellent communication skills and the ability to communicate at all levels.
• Proven experience of managing budgets.

SKILLS AND EXPERIENCE

Functional / Technical Competencies:

Essential

• Financial – cost categorization (capital vs expense)
• Project / programme / portfolio management including change control (of one of or a combination of scope, budget, plan, benefits change to baseline)
• Project / programme / portfolio baseline control and management
• Delivering projects / programmes / portfolio from annual planning, delivery prioritization, delivery and closure
• Lessons learned / post implementation review delivery
• Change Risk management
• Familiarity with / experience of adhering to key controls (including SOX, project delivery standards, third party risk management, operational resilience management, operational risk management, data protection, financial services regulations)
• Portfolio management
  • Creation / planning of a portfolio (annual planning)
  • Delivery of a portfolio
  • Reporting (including executive reporting)
  • Risk and issue management
  • Roadmap and critical path management
  • Financial control / management
  • Resource (demand and supply) management
  • Structuring governance (including Terms of Reference definition & management)

We are open to considering flexible working requests in line with organisational requirements.

MUFG is committed to embracing diversity and building an inclusive culture where all employees are valued, respected and their opinions count. We support the principles of equality, diversity and inclusion in recruitment and employment, and oppose all forms of discrimination on the grounds of age, sex, gender, sexual orientation, disability, pregnancy and maternity, race, gender reassignment, religion or belief and marriage or civil partnership.

We make our recruitment decisions in a non-discriminatory manner in accordance with our commitment to identifying the right skills for the right role and our obligations under the law.