Head of Programmes

Description

Summary

Purpose: Responsible for overseeing and managing the AQA’s portfolio of programmes, to ensure that they align with the overall strategic aims and objectives. The role includes management of all AQA programme managers and the Delivery Programme Management Office on a day-to-day basis, ensuring that the latter effectively supports delivery of programmes and projects. Also individually accountable for the delivery of a programme within the portfolio.
Working with internal and external stakeholders and senior leadership to ensure delivery of the portfolio of programmes meet their overall time, cost, and quality requirements.
The role is needed to increase in-house senior programme delivery capacity and capability to meet the needs of current initiatives. Specifically:
•To provide overall delivery guidance to the portfolio of programmes
•To effectively manage the interdependencies between programmes
•Line management / coaching responsibilities to develop capability
•To ensure that the delivery PMO is embedded in delivery/has shared responsibility for outcomes
•To drive improvements in programme/project/PMO management capability
Based on forecasting future demand for the current initiatives and overlaying the current capacity, there is a long term (3 years) deficit of 16 resources within the team. The role will support delivery of several programmes (Culture, Customer, Artificial Intelligence, Scanning and Marking, Integrated Education Technology, On Screen Examinations, Turing, Associates, Numeracy, Assessment Quality) through line managing and coaching the respective programme managers.Job title: Head of Programmes
Business Area: Business change hubs
Department: Project and Programme Management
Purpose: Responsible for overseeing and managing the AQA’s portfolio of programmes, to ensure that they align with the overall strategic aims and objectives. The role includes management of all AQA programme managers and the Delivery Programme Management Office on a day-to-day basis, ensuring that the latter effectively supports delivery of programmes and projects. Also individually accountable for the delivery of a programme within the portfolio.
Working with internal and external stakeholders and senior leadership to ensure delivery of the portfolio of programmes meet their overall time, cost, and quality requirements.
The role is needed to increase in-house senior programme delivery capacity and capability to meet the needs of current initiatives. Specifically:
To provide overall delivery guidance to the portfolio of programmes
To effectively manage the interdependencies between programmes
Line management / coaching responsibilities to develop capability
To ensure that the delivery PMO is embedded in delivery/has shared responsibility for outcomes
To drive improvements in programme/project/PMO management capability
Based on forecasting future demand for the current initiatives and overlaying the current capacity, there is a long term (3 years) deficit of 16 resources within the team. The role will support delivery of several programmes (Culture, Customer, Artificial Intelligence, Scanning and Marking, Integrated Education Technology, On Screen Examinations, Turing, Associates, Numeracy, Assessment Quality) through line managing and coaching the respective programme managers.
Landscape:
The role sits in the Corporate Services Office, within the Programmes and Project Management department (Business Change Hubs).
Works with internal and external stakeholders (e.g. partner organisations, government bodies, third party suppliers) to translate the overall strategic vision and objectives of the portfolio into deliverable programmes of word which are then executed effectively. Effectively influence and build relationships with a range of senior stakeholders, including executives and senior management, ensuring engagement, and buy-in across all aspects of programme delivery. 
Work with colleagues throughout AQA to ensure that portfolio plans are in line with wider capacity plans and resources are available to meet programme and portfolio needs.
Ensure programmes and the portfolio are delivered within agreed budgets. Collective budget of more than £2m for a programme they are directly responsible for delivering. Demonstrates commercial flexibility, by undertaking other responsibilities as the business needs change, commensurate to their level.
Ensures that the collective efforts of the portfolio of programmes aligns with AQA’s strategic objectives and outcomes.
Activities:
Ensures that programme objectives and outcomes are clearly articulated and that progress to their achievement is effectively managed, using AQA’s standard methodology and tools.
Line manages programme managers within AQA (to support successful delivery of their programmes) and senior PMO resources. Develops leadership capabilities within the team of programme managers and PMO, fostering a culture of collaboration and cross-functional expertise.
Produces and contributes to/quality assures core portfolio and programme components as appropriate, such as business cases, road maps, programme plans, programme definition documents, blueprints etc., in a way that facilitates understanding and decision making. Develops and contributes to supporting artefacts as required.
Delivers through others to ensurethe programmes in the portfolio deliver the expected outcomes (through line management of the programme managers).
the PMO effectively supports delivery of the portfolio, programmes, and projects. and are fully integrated into day-to-day delivery.

Undertakes long-term planning for the whole portfolio ensuring that the outcomes are delivered and sustained.
Ensures a shared understanding of assumptions and constraints associated with a programme and ensure that these are effectively managed.
Proactively identifies overarching/strategic risks and issues that impact programmes and the portfolio as early as possible to take corrective action. When necessary escalate early, with recommended mitigation activity.
Proactively identifies and manages inter-dependencies between programmes within the wider portfolio.
Manages and facilitates change at an organizational level, ensuring that the programme aligns with the AQA's strategic objectives and outcomes.
Encourages innovation within the programme to enhance efficiency and effectiveness. Actively seek out seek opportunities for continuous improvement, learning from both successes and challenges to refine programme management processes.
Ensures AQA is safe and legally compliant by applying AQA’s policies and other legislative requirements including but not limited to Health Safety and Environment, Equal Opportunities, and Information Security Management System.
Works with programme management and the PMO to identify resource requirements and effectively allocate resources across the portfolio of programmes to optimize overall performance and achieve strategic objectives and outcomes.
Engages with high-level executives, senior management, and other strategic stakeholders to ensure that the programme focuses on alignment with organizational objectives and that it contributes to the overall success of AQA.
Shapes the culture of AQA by emphasizing alignment with strategic objectives and outcomes, fostering a collaborative environment across teams.
In conjunction with management teams across AQA, drives effective and seamless working across the organisation, ensuring a ‘one team’ approach, with coherent and consistent aims, objectives, and actions, and supporting initiatives, as required.
Produces high levels of performance from their team by modelling leadership behaviours with confidence, providing clarity, challenge, feedback, coaching and development in line with business objectives. Line management responsibility for several programme managers and leadership within the PMO.

To be successful in this role, you will need to know:
The education system and AQA’s activities (broadly).
Programme and project methodologies and evidence effective use of these methodologies.
Process improvement methodologies (broadly).
PMO maturity models (broadly).
Be educated to degree level or have extensive experience in a similar role.
Be Prince2 and MSP accredited, or have a similar relevant qualification (desirable).
Be able to establish and implement governance structures to ensure that the programmes adhere to AQA policies, standards, and guidelines.
Be able to establish and implement efficient and effective PMO systems and processes.
Be able to proactively resolve problems and adapt to change.
Be able to influence and collaborate with stakeholders at all levels, with an emphasis on Executives.
Be able to work effectively across all levels of the organisation.
Be able to proactively resolve problems and adapt to change. Solve problems and undertake analysis at different levels of abstraction.
Be able to identify and articulate portfolio and programme activities, milestones, and a critical path.
Be able to translate a vision into achievable goals and programmes of work, and provide clear direction to achieve AQA’s strategic objectives.
Be able to communicate effectively, conveying complex information in a clear and concise manner. Able to effectively communicate progress, challenges, and contribution to AQA’s objectives to high level stakeholders and executives.
Be numerate to a high level to develop sound business cases and benefit plans.
Be able to allocate resources effectively across the portfolio and its component programmes to optimise performance.
Be able to coordinate programmes and projects effectively to optimise delivery of outcomes.
Be able to address conflicts that may arise between programmes or teams within the programmes, finding solutions that support overall programme and portfolio success.
Be able to think strategically and translate a vision into achievable goals and provide clear direction to achieve programme outcomes.
Be able to inspire and motivate team members and other colleagues through effectively communicating the programme’s vision and benefits.
Be able to self-reflect and display personal awareness, to tailor working style to get the most from the team and key stakeholders.
Be able to lead by example, to develop and maintain effective working relationships with a range of partners and stakeholders, up to and including Executive Leadership Team level.
Be able to demonstrable experience of leading large scale complex portfolios, programmes and projects to successful conclusion.
Be able to evidence experience of successfully developing teams to achieve business and professional development goals.
Be goal and outcome orientated – maintains focus on the business case objectives.
Be able to work flexibly to meet the needs of the portfolio and component programmes.
Be able to display courage and calmness under pressure.

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