Workstream Manager
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Tēnei tūranga – About the role
The Partnerships & Programmes branch’s purpose is to deliver great services and solutions to MBIE business stakeholders through effective use of technology and data; the implementation of services and systems which strengthen the way our Ministry delivers services, delivers on the outcomes required by Government.
Our delivery teams are structured to deliver high efficiency results in terms of the products and platforms we create for the Ministry. Your role is to guide and effect our projects in flight, allowing you to add value with your commercial and technical knowledge and your relationship management skills in the areas of governance, compliance, contract and vendor management, and the vital layer of communication with our business stakeholders.
On a day-to-day basis your objective is to drive excellence through your input at steering committees, managing status reporting, setting the bar for developing strong and effective business cases and change requests. Using your portfolio of knowledge, you will work both as a leader and as a mentor ensuring that project team and managers meet their objectives across the full life cycle of our development process.
Your focus on benefits realisation will satisfy our commitment to Better Outcomes. Your work will ensure our ICR score continues to meet the standards required by Treasury. You will have the confidence to challenge initiatives, always focussed on delivering realistic and effective outcomes.
Your management and reporting line run to the Portfolio Board. The broad visibility afforded to this role gives you the opportunity to effectively identify and manage risk, delivering remediation plans when necessary, socialising these issues with the SLT and delivery teams as required, always with a focus on better research, to deliver better outcomes.
With your strong governance our programmes of work will benefit from your oversight; on an ongoing basis your proactive management of our relationships with vendors, our escalation points and the range of all projects in flight will ensure we continue to deliver the calibre of outcomes that the Partnerships & Programmes branch is striving for.
Key relationships
- The role reports to the Head of Digital & Programmes - Te Whakatairanga Service Delivery.
- General Managers across the Te Whakatairanga Service Delivery Group.
- Other General Managers and managers across the Ministry.
- Other Heads of Digital & Programmes for the Partnerships & Programmes branch.
- Head of Project Capability.
- Head of Portfolio Management.
- Project delivery teams.
- Capability Leads.
- External Suppliers.
- Business Stakeholders.
- MBIE ICT.
Ngā herenga – Requirements of the role
Personal specifications
- Previous experience leading large project delivery teams where there is no formal reporting line.
- 10 years+ in senior project management roles.
- Extensive strategic leadership experience.
- Proactive, both as a Leader and a Mentor.
- A strong track record mentoring others and providing leadership on large programmes of work.
- Ability to act as a trusted advisor to a diverse stakeholder base.
- Demonstrates strong judgement and has confidence in making decisions in a complex environment.
- Extensive SDLC Delivery experience.
- Extensive experience running simultaneous programs of work in a central government setting.
- Well networked and respected.
- You must have the legal right to live and work in New Zealand.
Takohanga tuhinga o mua – Key accountabilities and deliverables
Responsibilities of this position are expected to change over time as the Ministry responds to changing needs. The incumbent will need the flexibility to adapt and develop as the environment evolves.
Key accountability or deliverable - Indicators of success
Technology Outcomes
- You lead the workstreams from the front, engaging and contributing to projects.
- You maintain a strategic view of the Ministry, and our agenda, ensuring high-quality outcomes for its stakeholders, both internal and external, taking ownership of the systems we create and deliver.
- You are adding value to the Programmes & Partnerships branch, to the Digital, Data and Insights group and to the wider Ministry using your technical and commercial knowledge appropriately and with impact to create better outcomes in your workstream.
Team Development
- You are using your experience to provide advice and guidance, acting as a mentor and a tutor when required.
- As a leader you are focussed on improvement across the Partnerships & Programmes branch, both its commercial and technical capabilities. Ensuring the Partnerships & Programmes branch maintains its reputation as a high performing team.
Relationships
- Relationships with your peers, your stakeholders and your leaders are productive, communication is professional, clear, and timely. Your conversations are robust, and trust is created.
Capability Level
The Workstream Manager requires SFIA Competency Level 6, indicating a high level of organisational impact and influence, and the critical nature of this role within the wider business.
AUTONOMY
Has defined authority and accountability for actions and decisions within a significant area of work, including technical, financial, and quality aspects. Establishes organisational objectives and assigns responsibilities.
INFLUENCE
Influences policy and strategy formation. Initiates influential relationships with internal and external customers, suppliers, and partners at senior management level, including industry leaders. Makes decisions which impact the work of employing organisations, achievement of organisational objectives and financial performance.
BUSINESS SKILL
Has a broad business understanding and deep understanding of own specialism(s). Performs highly complex work activities covering technical, financial, and quality aspects. Contributes to the implementation of policy and strategy. Creatively applies a wide range of technical and/or management principles.
KNOWLEDGE
Promotes the application of generic and specific bodies of knowledge in own organisation. Has developed business knowledge of the activities and practices of own organisation and those of suppliers, partners, competitors, and clients.
TECHNICAL COMPLEXITY
Absorbs complex information and communicates effectively at all levels to both technical and non-technical audiences. Manages and mitigates risk. Understands the implications of new technologies. Demonstrates clear leadership. Understands and communicates industry developments, and the role and impact of technology in the employing organisation. Promotes compliance with relevant legislation. Takes the initiative to keep both own and colleagues' skills up to date.
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1 - Follow |
2 - Assist |
3 - Apply |
4 - Enable |
5 - Ensure |
6 - Initiate |
7- Inspire |
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Consultancy |
CNSL |
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Level 6 |
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Technical Specialism |
TECH |
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Level 5 |
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Business Risk Management |
BURM |
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Level 6 |
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Portfolio Management |
POMG |
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Level 6 |
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Project Management |
PRMG |
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Level 6 |
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Benefits Management |
BENM |
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Level 5 |
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Performance Management |
PEMT |
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Level 6 |
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Relationship Management |
RLMT |
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Level 6 |
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SFIA Competencies |
SFIA Skill Level |
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Consultancy – CNSL The provision of advice and recommendations, based on expertise and experience, to address client needs. May deal with one specialist subject area or can be wide ranging and address strategic business issues. May also include support for the implementation of any agreed solutions. |
Level 6: Manages provision of consultancy services, and/or management of a team of consultants. In own areas of expertise, provides advice and guidance to consultants and/or the client through involvement in the delivery of consultancy services. Engages with clients and maintains client relationships. Establishes agreements/contracts and manages completion and disengagement.
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Technical Specialism – TECH The development and exploitation of expertise in any specific area of information or communications technology, technique, method, product or application area |
Level 5: Maintains an in-depth knowledge of specific specialisms and provides expert advice regarding their application. Can supervise specialist consultancy. The specialism can be any aspect of information or communication technology, technique, method, product or application area.
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Business Risk Management – BURM The planning and implementation of organisation-wide processes and procedures for the management of Risk to the success or integrity of the business, especially those arising from the use of information technology, reduction or non-availability of energy supply or inappropriate disposal of materials, hardware or data.
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Level 6: Plans and manages the implementation of organisation-wide processes and procedures, tools and techniques for the identification, assessment, and management of risk inherent in the operation of business processes and of potential risks arising from planned change.
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Portfolio Management – POMG The development and application of a systematic management framework to define and deliver a portfolio of programmes, projects and/or ongoing services, in support of specific business strategies and objectives.
Includes the implementation of a strategic investment appraisal and decision-making process based on a clear understanding of cost, risk, inter-dependencies, and impact on existing business activities, enabling measurement and objective evaluation of potential changes and the benefits to be realised. The prioritisation of resource utilisation and changes to be implemented. The regular review of portfolios. The management of the service pipeline (proposed or in development), service catalogue (live or available for deployment) and retired services.
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Level 6: Leads the definition of a portfolio of programmes, projects, and/or on-going service provision. Engages and influences senior managers to ensure the portfolio will deliver the agreed business objectives. Plans, schedules, monitors and reports on activities related to the portfolio to ensure that each part of the portfolio contributes to the overall achievement of the portfolio.
Collects, summarises and reports on portfolio KPIs often through the deployment of business management processes and systems. Identifies issues with portfolio structure, cost, risk, inter-dependencies, impact on current business activities and the strategic benefits to be realised. Notifies projects/programmes/change initiatives of issues and recommends and monitors corrective action. Reports on portfolio status as appropriate. |
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Benefits Management – BENM Monitoring for the emergence and effective realisation of anticipated benefits (typically specified as part of the business case for a change programme or project). Action (typically by the programme management team) to optimise the business impact of individual and combined benefits.
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Level 5: Identifies specific measures and mechanisms by which benefits can be measured and plans to activate these mechanisms at the required time. Monitors benefits against what was predicted in the business case and ensures that all participants are informed and involved throughout the change programme and fully prepared to exploit the new operational business environment once it is in place.
Supports senior management to ensure that all plans, work packages and deliverables are aligned to the expected benefits and leads activities required in the realisation of the benefits of each part of the change programme.
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Project Management – PRMG The management of projects, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales, and quality. |
Level 6: Takes full responsibility for the definition, documentation and successful completion of complex projects (typically with significant business, political, or high-profile impact, and high-risk dependencies). Selects methods and tools, using iterative techniques where appropriate, ensuring that effective project control, change control, risk management and testing processes are maintained. Monitors and controls resources, revenue and capital costs against the project budget and manages expectations of all project stakeholders.
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Performance Management - PEMT The optimisation of performance of people, including determination of capabilities, integration into teams, allocation of tasks, direction, support, guidance, motivation, and management of performance.
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Level 6: Manages individuals within change and/or service delivery environments. Allocates management and supervisory responsibilities. Provides coaching and support and delegates responsibilities where possible, in order to achieve corporate objectives. Mentors and influences senior individuals in consideration of their career opportunities and contribution to the organisation. Sets performance objectives, and monitors progress against agreed quality and performance criteria. Initiates, develops and monitors effective performance management processes. Leads on formal processes such as compensation negotiations and disciplinary procedures.
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Relationship Management – RLMT The identification, analysis, management and monitoring of relationships with and between stakeholders. (Stakeholders are individuals, groups, or organisations who may affect, be affected by, or perceive themselves to be affected by decisions, activities and outcomes related to products, services or changes to products and services). The clarification of mutual needs and commitments through consultation and consideration of impacts. |
Level 6: Builds long-term, strategic relationships with senior stakeholders in the largest client organisations (internal or external). Acts as a single point of contact and facilitates access to colleagues and subject experts. Maintains a strong understanding of clients’ industry and business, assists clients in the formation of IT strategies, and acts to ensure that they are offered products and services aligned to these strategies. Negotiates at senior level on technical and commercial issues. Influences the development and enhancement of services, products and systems, and oversees the management and planning of business opportunities. Oversees monitoring of relationships and acts on relevant feedback. |
Takohanga tuhinga o mua – Key accountabilities and deliverables continued
Wellbeing, health & safety
- Displays commitment through actively supporting all safety and wellbeing initiatives.
- Ensures own and others safety at all times.
- Complies with relevant safety and wellbeing policies, procedures, safe systems of work and event reporting.
- Reports all incidents/accidents, including near misses in a timely fashion.
- Is involved in health and safety through participation and consultation.
Tō tūranga i roto i te Manatū – Your place in the Ministry
The position reports into the Head of Digital & Programmes within the Partnerships and Programmes branch. The branch sits within the Digital, Data and Insights group.
Matatautanga – Competencies (Leadership Success Profile)
The Leadership Success Profile (LSP) is a leadership capability framework, developed by the New Zealand public sector for the New Zealand public sector. It creates a common language for leadership and establishes what great leadership looks like. You can look at the twelve underpinning capabilities and four leadership characters here: Leadership Success Profile | Te Kawa Mataaho Public Service Commission(external link)
To mātou aronga – What we do for Aotearoa New Zealand
Hīkina Whakatutuki is the te reo Māori name for the Ministry of Business, Innovation and Employment. Hīkina means to uplift. Whakatutuki means to move forward, to make successful. Our name speaks to our purpose, Grow Aotearoa New Zealand for All.
To Grow Aotearoa New Zealand for All, we put people at the heart of our mahi. Based on the principles of Te Tiriti o Waitangi / The Treaty of Waitangi, we are committed to upholding authentic partnerships with Māori.
As agile public service leaders, we use our breadth and experience to navigate the ever-changing world. We are service providers, policy makers, investors and regulators. We engage with diverse communities, businesses and regions. Our work touches on the daily lives of New Zealanders. We grow opportunities (Puāwai), guard and protect (Kaihāpai) and innovate and navigate towards a better future (Auaha).
Te Tiriti o Waitangi
As an agency of the public service, MBIE has a responsibility to contribute to the Crown meeting its obligations under Te Tiriti o Waitangi (Te Tiriti). Meeting our commitment to Te Tiriti will contribute towards us realising the overall aims of Te Ara Amiorangi – Our Path, Our Direction, and achieve the outcome of Growing New Zealand for All. The principles of Te Tiriti - including partnership, good faith, and active protection – are at the core of our work. MBIE is committed to delivering on our obligations as a Treaty partner with authenticity and integrity and to enable Māori interests. We are committed to ensuring that MBIE is well placed to meet our obligations under the Public Service Act 2020 (Te Ao Tūmatanui) to support the Crown in strengthening the Māori/Crown Relationship under the Treaty and to build MBIE’s capability, capacity and cultural intelligence to deliver this.
Mahi i roto i te Ratonga Tūmatanui – Working in the public service
Ka mahitahi mātou o te ratonga tūmatanui kia hei painga mō ngā tāngata o Aotearoa i āianei, ā, hei ngā rā ki tua hoki. He kawenga tino whaitake tā mātou hei tautoko i te Karauna i runga i āna hononga ki a ngāi Māori i raro i te Tiriti o Waitangi. Ka tautoko mātou i te kāwanatanga manapori. Ka whakakotahingia mātou e te wairua whakarato ki ō mātou hapori, ā, e arahina ana mātou e ngā mātāpono me ngā tikanga matua o te ratonga tūmatanui i roto i ā mātou mahi.
In the public service we work collectively to make a meaningful difference for New Zealanders now and in the future. We have an important role in supporting the Crown in its relationships with Māori under the Treaty of Waitangi. We support democratic government. We are unified by a spirit of service to our communities and guided by the core principles and values of the public service in our work.
What does it mean to work in Aotearoa New Zealand’s Public Service?(external link) — Te Kawa Mataaho The Public Service Commission
