Job summary
As Senior Responsible Owner (SRO), you will provide strategic leadership and take ultimate authority and personal accountability for the delivery of a number of the Army’s most critical modernisation programmes and projects, initially to include, direct SRO responsibility for three separate programmes:
1. The Land Ground to Air Defence (GBAD) programme comprises Counter Small Air Targets, including Counter Unmanned Aircraft Systems, Short Range Air Defence, Medium Range Air Defence and Battlespace Management/C2 Systems.
2. The Close Support Fires (CSF) Programme will deliver a greater weight of fire further, faster, more accurately and with more lethality than ever before. It will leverage interoperable networked digital fires fit for the 21st century, capable of sustained, expeditionary full spectrum operations. Mobile Firing Platforms is lead project.
3. Land Deep Fires (LDF) Programme comprising of Deep Fires Rocket System and Land Precision Strike, LDF will transform land surface-to-surface fires capability and reinforce collaboration and interoperability with the US and key allies; and offer UK prosperity opportunities.
Job description
1. Leadership
Leading the various programme teams, of both military and civilian staff, to provide direction and promote an energised culture focused on collaborative working. Establishing a one-team ethos across the programme teams and their associated delivery agents. Act as the champion for the programmes, and Project Delivery function more broadly, and take ultimate authority and personal accountability for their delivery. Provide clear leadership and strategic direction to the Programme Director / Sponsor Group throughout the life of the programme. Delegate responsibilities and agree clear limits and performance criteria with the Programme Director. Be a visible, engaged, active leader who creates an open and honest culture. Promote The Army as a positive place to work and championing a diverse and inclusive workplace. Responsible for securing the resources necessary to deliver programme outcomes.
2. Governance
Establish appropriate, robust and efficient governance to ensure that programmes are governed responsibly. Embed programme governance within existing corporate reporting procedures including the Portfolio Progress Committee and Director Programmes requirements.
3. Reviews & Assurance
Ensure an appropriate level and frequency of assurance reviews are established and adhered to. Monitor and control progress of the project at a strategic level.
4. Risks & Issues Management
Accountable for the management of strategic risks and issues in the operating environment and is aware of all high-level risks and issues affecting the programme. Ensure appropriate mitigation plans are developed and followed through.
5. Stakeholder Management
Cultivate and manage a range of relationships and key strategic alliances with internal / external stakeholders. Lead senior stakeholders in regularly reviewing the continuing relevance and performance of the programmes based on a clear understanding of cost, risk and contribution to the Army’s modernisation programme and strategic objectives. Influence and manage the operating environment into which the programme outcomes will be delivered and build effective relationships with key industry partners. Effective leadership and oversight of all Defence Lines of Development and interdependencies. Own key stakeholder relationships, lead and deliver both internal and external communications, strengthening trends in the employee engagement survey and increasing positive feedback from external stakeholders.
6. Benefits & Business Case Management
Oversee the successful implementation of the Business Case Benefits and Outcomes. Ensure that transition plans optimise benefit realisation and establish a through life monitoring process to assure sustainability and to enable benefits realisation in the longer-term. Identify areas where the Business Case Benefits and Outcomes can contribute to Defence becoming more sustainable, and actions that the Army can take to reduce its environmental impact. As the owner of the Business Case, ensure that appropriate assurance of the anticipated time, cost, performance and benefits parameters are validated and that appropriate mechanisms are in place to ensure the successful delivery of outcomes within approved business case limits.
7. Business Change & Implementation
Ensure the strategic direction of the project remains aligned with any changes in political or business priorities. Ensure that any changes to the agreed project benefits are flagged appropriately and the business case is updated accordingly. Ensure successful transition into business-as-usual activities and that appropriate business champions are in place to embed new processes and procedures necessary to support transformation.
Benefits
Alongside your salary of £125,000, the Ministry of Defence contributes £36,212 towards you being a member of the Civil Service Defined Benefit Pension scheme. Find out what benefits a Civil Service Pension provides.
Learning and development tailored to your role.
An environment with flexible working options.
A culture encouraging inclusion and diversity.
A Civil Service pension with an employer contribution of 28.97%.
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