Lean Portfolio Manager - Market Risk

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Wholesale Risk is split into 4 sub portfolios (Market Risk, Counter party Credit Risk, Capital Reporting and Wholesale Credit Risk, each split into Agile Release Trains (ARTS) operating on Scaled Agile (SAFE) methodologies.

The Lean Portfolio Manager (LPM) sits within the Strategy and Transformation Function. At a sub portfolio level, the LPM works with the Solution Management Team to optimise the WHAT teams are delivering and the How they deliver. The role requires knowledge of Scaled Agile (SAFE). The ability to gain insights from data to drive a spirit of continuous improvements is fundamental.

WHAT: work with teams to ensure business outcomes are defined. measured and consistently tracked through KPI’s. Ensure teams are working on the highest business value items, facilitating the epic prioritisation process. Work with RTE’s to ensure PI planning runs smoothly and prepare Portfolio Sync meetings

HOW: review, assess and manage delivery execution across ARTS. Establish and run frequent checkins with solution management teams and coaches, identifying areas to improve. Assess agility, engineering and organisational health (Balancing financials, capacity and hiring) metrics.

Skills:

MUST have SAFE knowledge/prior agile experience, ideally at portfolio level

Must have domain knowledge of banking/ideally risk

Understand IT delivery

Purpose of the role

To lead the portfolio management team in the delivery of successful projects, while ensuring that portfolio management processes and practices are aligned with controls and governance standards and that projects are aligned with the organisation’s strategic objectives.

Accountabilities

• Leading of portfolio management team, including setting of portfolio vision, management of portfolio performance, and provision of guidance and support to portfolio analysts.
• Monitoring of portfolio performance, including tracking of project progress, managing budgets, identification of thematic risks and issues, and reporting on portfolio status to senior management.
• Management of portfolio documentation, including aggregation of portfolio book of work, schedules, and budgets, and ensuring that portfolio documentation is up-to-date and accurate.
• Facilitation of portfolio governance, including ensuring that projects are aligned with the organisation’s strategic objectives, aligned with the controls and governance standards and that portfolio thematic risks and issues are managed effectively.
• Managing the portfolio Book of Work outlining the sequence and dependencies of change initiatives, considering factors like resource availability, stakeholder buy-in, and potential risks.
• Facilitation of change management activities, to ensure that change initiatives are successfully implemented and embedded in the organisation.
• Continuous improvement of portfolio management practices, including identification of areas for improvement and implementation of changes to improve portfolio performance.
• Collaboration with stakeholders, including senior management, project teams, and external partners, to ensure that portfolio management practices are aligned with their needs and expectations.
• Development of portfolio management processes that are aligned with controls and governance standards and that support the delivery of successful projects.

• To manage a business function, providing significant input to function wide strategic initiatives. Contribute to and influence policy and procedures for the function and plan, manage and consult on multiple complex and critical strategic projects, which may be business wide..
• They manage the direction of a large team or sub-function, leading other people managers and embedding a performance culture aligned to the values of the business. Or for an individual contributor, they lead organisation wide projects and act as deep technical expert and thought leader, identifying new ways of working…