Job Title:
Department:
Business Area:
Deputy Head Centre of Excellence
Defence Infrastructure Organisation
Project and Programme Delivery
Location:
Grade:
Contract Type:
Andover; SP11 8HJ / Sutton Coldfield; B75 7RL / Huntingdon; PE28 2EA
B1
Permanent
Main responsibilities
Leadership and Management of the Centre of Excellence within PPD
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Provide Strategic Direction to the CoE organisation to successfully deliver DIO outputs
Demonstrate a personal commitment to the DIO Guiding Principles
Provide leadership for the team with minimal supervision and direction
Responsible for developing and supporting the team, enabling them to deliver departmental goals
Lead, manage and motivate staff, providing a positive, collaborative and proactive working
environment
Create and promote an environment of strong working relationships both within the team and with
other teams across DIO and MoD
Accountable for ensuring that the team is compliant with mandatory requirements, e. g. H&S
training
Own all outputs of the Centre of Excellence functions
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Accountable for the management, coordination and direction of all CoE resources to support PPD
outputs
Own and continue to develop the CoE capability
Full autonomy and accountability for management of resources allocated to the CoE team to
achieve objectives defined by Director PPD
Lead the embedding of Centre of Excellence processes and tools across PPD
Lead the development of internal PPD initiatives, and the integration of wider corporate initiatives
Define planning standards for the portfolio, programme and projects to enable ease of roll-up of
milestone data and dependencies
Capture good-practice examples for inclusion in good-practice repository
Provide planning template to assist projects
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Develop standards, including processes, templates and tools
Other activities as required to maintain PPD P3M3 Level 3. Defined as: Standard portfolio
management processes, as well as roles and responsibilities for governance and delivery, are
defined, documented and understood. Corporate portfolio management processes have specified
owners and there is evidence of use and effectiveness of a portfolio management office. Planning
and reporting tools are implemented and used effectively, and portfolio guidelines exist and are
actively used. Portfolio management is both defined and established across the organisation, and
defined processes are being used to reduce and manage corporate risk
Own the quality assurance, standards & methods and organisational learning & knowledge
management capabilities of the CoE (as provided by the LFE, Standards & Assurance and Development
teams)
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Quality assurance:
o Provide a stage-gate review or gateway support / coordination service
o Provide health checks, assurance or audits through a risk-based approach geared to the
programmes and projects that need it most
o Enable / conduct post-programme / project reviews
o Develop, implement and promote a comprehensive quality strategy
o Agree standards and establish clearly defined quality methods for staff to apply
o Assure the development of portfolio, programme and project quality plans
o Monitor quality performance
o Provide guidance on quality criteria, reviewers and sign-off authority to ensure crossportfolio / programme consistency
o Analyse feedback from reviews, including stage-gate reviews / gateway, health checks, postprogramme / project reviews, audits and lessons
Standards and methods:
o Develop and implement standard PPM methods and approaches
o Develop tailoring / flexing guidelines for standards, methods and approaches
o Provide links to other standards, e.g. IT for service management
o Ensure tools and processes facilitate collaborative working across team, department and
organisation boundaries
Organisational learning and knowledge management:
o Facilitate lessons – process, templates, workshop facilitation, maintenance of information
database, dissemination of lessons, action plans
o Develop and maintain good-practice repository (document examples)
o Develop case-study material
o Enable P3M forums and sharing of good practice
o Liaise / share with P3Os in other departments / organisations
o Perform external networking – attendance at best-practice events, seminars
o Maintain knowledge / reference library
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Develop and run end-of-programme / project workshops on lesson sharing
Enable post-programme and project reviews
Oversee the Project Assistance Team activities and issue management
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Develop the overall issue management strategy, processes and templates
Develop / tailor tools for managing issues and train the organisation in their use
Facilitate independent issue management workshops
Review the effectiveness of issue identification and resolution processes
Oversight of PAT tasks, driving them to achieving rapid, measurable successes and if necessary
acting as a senior decision maker for commercial negotiations
Accountable for the quality of output from PAT tasks, demonstrating value for money on these high
profile projects, and expected to effectively communicate their successes across DIO
Influence senior stakeholders across FLCs and partner organisations in order to enable PAT
successes
Responsible for development of P3M capability within PPD, and championing the CoE organisation
and approach across PPD and DIO
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Accountable to Director PPD for advice on future PPD strategy and application of P3M principles,
based on outputs from LFE and Development process
Own, develop and champion P3M delivery standards and processes in PPD and coordinate with
other senior P3M stakeholders across DIO
Champion Portfolio, Programme and Project Management (P3M) excellence in PPD – represent PPD
at DIO P3M coordination events
Benchmark the P3M processes in PPD against the P3M3 scale, targeting progress beyond level 3 as
the capability matures
Responsible for implementing corporate upskilling plan across CoE team and key adviser on
excellence to the rest of PDD business
Ultimate assurance responsibility to assess the skills and capability gaps in the PPD organisation and
develop and propose a suitable alternative
Foster and maintain a culture of an assuring, learning, and improving organisation throughout PPD
by representing the organisation at appropriate senior management boards and championing
improvement programmes
Lead the communication of benefits of the P3M approach to the wider business, both personally
with senior managers, and through team members’ interactions across DIO
Communicate to senior stakeholders PPD’s successes in improving portfolio output and value for
money
Mentor and develop the direct reports for each of the functions in the CoE
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Foster a collaborative approach between the leads of Development, LFE and PAT functions within
the CoE; to successfully identify and implement improvement opportunities
Drive measurable outputs from each of the CoE teams in order to demonstrably develop the P3M
capability of the business
Chair regular meetings of all the functional leads within CoE
Sponsor and coach leadership candidates for Regional LFE Teams identified by LFE Team Leader
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To help achieve our objectives, we believe in six important values (Safety first, Collaboration, Integrity,
Agility, Accountability and Enthusiasm) that underpin our vision and mission. These values equip us for
the future and shape how we work together. These values are designed by DIO for DIO.