Job Description

Job Description 

Job Title 

Branch 

Business Group 

Reporting to 

Location 

EPMO Senior Advisor 

Strategy & Governance 

Strategy, Planning and Performance 

EPMO Team Leader 

46 Waring-Taylor Street, Wellington 

Grade $92,711 - $125,433 

Date Graded 

Purpose 

The purpose of this position is to: 

• Actively promote programme and project management methods and standards across the 

Department 

• Provide high quality analysis and advice to key stakeholders to support their decisionmaking 

in relation to programmes of work across the Department 

• Deliver efficient and effective programme and project management practice support and 

training 

• Provide lead support and monitoring for large programmes or projects within the 

Department 

• Facilitate the development and ongoing management of an optimised portfolio (in 

conjunction with the Team Leader) 

• Provide accurate and time advice to programme/project managers and governance boards 

across the department 

Key Tasks 

Portfolio Planning 

• Provide high quality and informed recommendations to ELT on programmes to be 

included/deleted from the portfolio plan 

• Analyse portfolio viability and make recommendations on the programme/project mix to the 

decision-makers 

• Provide strategic overview of all programmes, projects and interdependencies, reporting 

anomalies or areas of concern to the Team Leader and/or the Manager Strategy, Planning 

and Performance 

• Balance/optimise the portfolio in terms of strategic goal attainment versus delivery 

capacity/capability and Business as Usual priorities 

• Provide high quality analysis to support the decisions and governance of Programme teams 

and Senior Managers: 

o Feed into the review of appropriateness and deliverability of the portfolio 

o Monitor and mitigate the relative business priorities and risk profiles 

o Escalate issues to the Strategy Board as appropriate 

• Advise Programme/project teams and Senior Managers on the commissioning process for 

programmes and projects that are added/deleted from the portfolio

• Evaluate and implement process improvements to advance project workflow and more 

effective delivery 

• Develop and manage the prioritisation model 

• Work along side business managers or business change managers to identify additional 

opportunities for benefits realisation 

• Contribute to the establishment of consistent quality practices and standards, adhering to 

governance arrangements 

Methodology and Processes 

• Establish and track portfolio, programme or project metrics to monitor and control 

performance 

• Develop and manage project management and assurance frameworks 

• Lead methodology and process development to the required standards and agreed 

schedule 

• Establish risk, issue and change-control processes and templates, and provide advice to 

the programme and project team in its delivery 

• Contribute to the establishment of consistent quality practices and standards, adhering to 

governance arrangements; monitor performance through gathering relevant data and 

producing statistical reports 

• Provide advice on best practice project management and assurance 

• Keep abreast of and evaluate the effectiveness of new programme and project 

management tools and techniques that support the development and change-management 

approach 

Relationship Management 

• Foster, develop and maintain positive and successful professional relationships with key 

stakeholders, staff and managers 

• Develop and maintain a customer-focused approach to the delivery of timely, accurate, 

appropriate information and advice 

• Review and improve programme and project information management and communication 

systems 

• Maintain effective communications with relevant key stakeholders to ensure that the best 

information is available to support decision making on Programme and Project-related 

issues 

Analysis & Reporting 

• Track and report on the realisation of benefits by the business 

• Assess and evaluate Business Cases, Mandates and Change Requests against best 

practice and DIA Standards 

• Assess the impact of change requests for their potential effect on benefits realisation 

• Analyse the Portfolio Report and Portfolio Risk Report for presentation to Governance 

Committees 

Quality Assurance 

• Develop bespoke processes, standards and templates (tailored approach) for quality 

management 

• Advise Managers on quality criteria, reviewers and sign-off authority to ensure crossportfolio 

or programme(s) consistency 

• Conduct quality reviews of portfolio, programme or project documents and deliverables (this 

could be independent, reporting directly to the board or SRO) 

• Provide health checks on in-flight projects 

Job Grading Reference: Page 2 of 7 

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senior advisor v3.doc

• Conduct Gated Reviews and stage reviews and ensure all information is available in a 

timely manner and quality format. 

• Seek to ensure compliance with any applicable organisation, national and international 

standards and legislation 

Advice and Training 

• Facilitate workshops in the areas of programme/project start-up, risks, planning, delivery 

requirements, lessons learned, benefits mapping 

• Undertake mentoring or coaching of portfolio, programme or project staff, including 

programme and project sponsors/SROs; set up ‘buddy relationships’ for new/inexperienced 

staff 

• Undertake portfolio, programme or project induction (to purpose, roles, processes, etc.) 

• Advise programme and project delivery teams at mobilisation and throughout the lifecycle 

of a programme or project, ensuring a common approach is adopted and tailored and good 

practice is distilled and shared 

• Provide a centre of expertise and develop consistent standards and procedures, including 

templates, and guidance in their tailoring across a range of programme or project size 

• Perform programme and project fast-track start-up and closure assistance (through 

facilitated workshops) 

• Support programme and project ‘rescues’ through hands-on development and delivery of 

action plans 

General 

• Support the Team Leader and Manager Strategy, Planning and Performance 

• Regularly review and improve the effectiveness of benefits management arrangements 

• Provide decision and governance support 

• Work with the Team Leader to assist in the development of a high performing team 

• Work effectively as a member of a dynamic, flexible and professional team 

Health & Safety (for self) 

• Takes personal responsibility for keeping self free from harm 

• Follows safe working procedures 

• Reports incidents promptly 

• Reports hazards promptly and suggests appropriate remedies 

• Knows what to do in the event of an emergency 

• Co-operates in implementing rehabilitation plans 




Key Relationships 

Internal 

• Manager Strategy, Planning and Performance 

• Enterprise Portfolio Management Office Team 

• Strategy, Planning and Performance Team 

• Senior Managers in all branches in particular Government Technology Services 

• Project and programme managers/teams 

• Governance Committees 

• ELT 

External 

• Central agencies 

• Other Government departments 

• Relevant networks and professional associations 

Person Specification 

Experience 

Experience to develop and maintain robust relationships with all parts of the 

business including senior managers, programmes and projects and any 

third-party service providers 

A history of achievement in the development and delivery of high quality 

services 

Essential 

Yes 

Yes 

Desirable 

Knowledge 

Understand the wider objectives of the portfolio and programme and have 

credibility within the environment and be able to influence others 

Understanding of the political process and the role and place of public 

service agencies and a commitment to the overall goals and objectives if the 

New Zealand public service, including partnership with Māori in the context 

of the Treaty of Waitangi 

Yes 

Yes 

Skills 

Evidence of excellence in communication and negotiation, especially in 

complex settings and in a cross-cultural environment 

Ability to rise above strategic challenge, overview and scrutiny and ensuring 

alignment with wider policy and strategic initiatives 

MS Word 

MS Excel 

MS Visio 

MS Project 

Yes 

Yes 

Yes 

Yes 

Yes 

Yes 




Essential 

Desirable 

Education and Professional Memberships 

Prince2 Practitioner 

MSP Practitioner 

Tertiary Qualification 

Other 

Yes 

Yes 

Yes 

Security Clearance 

Confidential 




DIA Competencies 

Competencies are behaviours that drive job success. They are observable and measurable 

characteristics that can be seen when a job is being done well. 

The competencies required for this job are listed below. Each competency falls within a 

competency cluster, which are broad themes of skills, behaviours and abilities. 

Competency Cluster 

Integrity 

Competency 

Integrity and Trust 

Ethics and Values 

Intelligence 

Learning on the Fly 

Emotional Maturity 

Self Knowledge 

Composure 

Talent to Execute 

Positive Energy 

Perseverance 

Edge 

Managing Diverse Relationships 

Interpersonal Savvy 

Managing Complexity 

Managing and Developing People 

Achieves Effectiveness for Māori 

Effectiveness for Māori 

With the exception of Achieves Effectiveness for Māori, the competencies DIA uses are derived from the Competency Sort Cards 

developed and copyrighted by Lominger Limited, Inc. No part of the Lominger competencies may be used, reproduced or transmitted in 

any form or by any means, by or to any party outside of The Department of Internal Affairs. 

Competency Clusters 

• Integrity 

This is the ability to accept personal accountability for actions and decisions; to be reliable, 

trustworthy, and honest in all aspects of our work; and to uphold the values and principles 

of the Department. 

• Intelligence 

This is the ability to learn, understand and think things out quickly. It is demonstrated in our 

ability to reason, solve problems, think creatively, understand ideas that can be complex, 




and learn quickly from experience. It is the ability to make sense of a changing environment 

and figuring out what to do. 

• Emotional Maturity 

This is the ability to control one's emotions, to recognise their impact and to adapt to 

changing circumstances, particularly during stressful times. It includes the ability to sense, 

understand, and react to others' emotions. It is about knowing one's strengths and 

weaknesses and continuously looking to improve oneself. It also requires individuals to 

demonstrate resilience and sound judgment in dealing with challenges. 

• Talent to Execute 

This is about getting the job done. It is the ability to achieve results for the Department and 

provide an outstanding service, with and through others. It also describes continuously 

searching for innovation and ways to add value in order to position the Department for 

future success. 

• Positive Energy 

This is the demonstration of an upbeat attitude through good times and bad, and the desire 

to strive for the best outcomes for the Department. Individuals who demonstrate this trait 

are able to positively affect the behaviour of others, motivating them with a sense of 

purpose and spirit of cooperation. It encompasses the capacity to care deeply for the work 

that we do and for the principles and values of the Department. 

• Edge 

This is the ability to make tough calls and to demonstrate courage and confidence in 

challenging situations. It encompasses expertise in risk management and decision-making. 

Those with edge provide stability and clarity when crisis and confusion arise. 

• Managing Diverse Relationships 

This is the ability to work with a diverse range of people and to build mutually beneficial 

relationships and networks, sometimes in complex environments. It is the ability to value 

the contribution of others, respecting each other's views, beliefs and customs, united in a 

common purpose. 

• Managing Complexity 

This is the ability to operate effectively in an ever-changing environment, scanning the 

horizon for looming issues and providing solutions. This requires individuals to take an 

organisational perspective when resolving problems, ensuring the Department 

• Managing and Developing People 

The ability to select, manage, develop and retain an excellent workforce within an 

environment that values diversity and individuality. It includes the promotion of continuous 

learning and the development of others to ensure the Department is an employer of choice. 

• Achieves Effectiveness for Māori 

Achieves Effectiveness for Mäori describes working effectively with and for Mäori 

colleagues, clients and stakeholders, to ensure their specific needs are identified and met, 

and to create a positive work environment for Mäori. It relates to our Effectiveness for Mäori 

(EfM) strategies, policies and guidelines and supports our vision to be recognised as an 

EfM leader in public service.

Job Description

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