Product Manager - NGC POD
Senior Product Manager, IFS IT
Service: Operations (Internal Firm Services)
Specialism: I.T.
A Senior Product Manager is accountable for the quality of their service. They adopt a portfolio view, managing end-to-end services which include multiple products and channels for UK IT and the rest of PwC. They are responsible for a full customer/user journey that would span multiple products or a critical product within the organisation. They work closely with the Product Managers who are managing the individual products within the full customer journey or program, as well as setting OKRs for their respective Service.
What a Senior Product Manager does
A Senior Product Manager defines, owns and solves problems, you will:
Senior Product Managers - key responsibilities:
What skills they need
A Product Managers of all levels needs specific skills. All roles have essential skills, and some have desirable skills. Each skill has one of 4 skill levels associated with it:
Agile and Lean practices
Is aware of and understands lean-agile methodologies and how to apply the agile mindset to all aspects of their work. Has the ability to work in a fast paced, evolving environment and utilises an iterative method and flexible approach to enable rapid delivery. Unafraid to take risks, willing to learn from mistakes and appreciates the importance of product delivery. Able to establish the feedback loop for teams and has responsibility for the translation and measurement of value (what you put in and what you will get out) and how this relates to UK IT, Line of Service (LoS) and Firmwide goals and user needs. Able to ensure the team has a situational awareness of what each other is working on. Ensures that working practices are iterated to achieve effective delivery.
Advanced
Coaches and leads teams in Agile and Lean practices, determining the right approach for the team to take and evaluating this through the life of a product. Is able to think of new and innovative ways of working to achieve the right outcomes. Is able to act as a recognised expert and advocates for the approaches, continuously reflecting and challenging the team.
Lifecycle perspective
Understands the different phases of product delivery and is able to contribute to, plan or run these. Able to maintain a product or process through the delivery phases, through to live and into retirement. Able to lead a team through the different phases of the delivery lifecycle. Can maintain and iterate a product over time to continuously meet user needs. Understands and is aware of incident management and service support so that products are built effectively.
Advanced
Able to successfully lead teams through the full product lifecycle. Able to identify which tools and techniques should be used at each stage. Able to develop sustainable support models. Able to identify and deal with potential risks across or between all phases of the lifecycle. Able to coach others. Able to contribute to the assessment of other teams, providing guidance and support as they move through the lifecycle phases.
Operational management
Able to manage the operational process of designing and running a product throughout its entire life-cycle. Able to implement best practice in product development and knows how to plan and operationalise the stages of new product development. Able to overcome operational constraints to deliver a successful product. Works closely (when required) with other product teams/service owners across IT.
Advanced
Keeps abreast of industry best practice and cascades ways of working. Is the escalation point for major operational issues and champions operational management across the community. Works closely with Service Managers across UKIT.
Accountable for ensuring that we deliver services into operations inline with Information Security Policy Controls Standard and Operations Delivery Processes . Innovate within these standards utilizing ITIL, Agile and DevOps practices to their full value.
Problem Ownership
Understands and identifies problems, analysing and helping to identify the appropriate solution. Is able to classify and prioritise problems, document their causes and implement remedies.
Advanced
Is able to anticipate problems and knows how to defend against them at the right time. Understands how the problem fits into the larger picture. Is able to articulate the problem and helps others to articulate the problem. Builds problem-solving capabilities in others.
Product ownership
Uses a range of product management principles and approaches. Captures and translates user needs into deliverables. Able to define the minimum viable product, product roadmap, and make decisions about priorities. Writes backlog items and acceptance criteria. Able to define and own the product vision and roadmap. Capable of working with a range of specialists in multidisciplinary teams.
Advanced
Capable of starting to define and create approaches. Able to coach others. Able to implement new ways of working. Is aware of what other sectors are doing. Understands what is most important and applicable.
Strategic ownership
Focuses on outcomes, not solutions. Is bold - develops ambitious visions and strategies. Gets the organisation and team to buy-in. Translates the vision into prioritised deliverable goals.
Advanced
Gives direction on which tools and methods to use. Is experienced in meeting the needs of users across a variety of channels. Able to bring insight and expertise in how user needs have changed over time to ensure these are met by the business. Applies strategic thinking in how to provide the best service for the end user. Sets OKRs for a respective service in collaboration with the team(s) within it.
User focus
Understands users and can identify who they are and what their needs are based on evidence. Able to translate backlog items and propose design approaches or services to meet these needs and engage in meaningful interactions and relationships with users. Puts users first and can manage competing priorities.
Advanced
Able to collaborate with user researchers and can sell or represent users internally. Understands the difference between user needs and desires of the user. Able to champion user research to focus on the totality of all users. Can prioritise and define approaches to understand backlog items, guiding others in doing so. Can offer recommendations on the best tools and methods to be used.
Financial ownership
Able to secure funding for opportunities and innovation through a business case and delivering a good pitch. Capable of prioritising spending based on return on investment (ROI) and strategic intent; this may include contract ownership and accountability for realisation of benefits.
Advanced
Understands the market place..... click apply for full job details
Service: Operations (Internal Firm Services)
Specialism: I.T.
A Senior Product Manager is accountable for the quality of their service. They adopt a portfolio view, managing end-to-end services which include multiple products and channels for UK IT and the rest of PwC. They are responsible for a full customer/user journey that would span multiple products or a critical product within the organisation. They work closely with the Product Managers who are managing the individual products within the full customer journey or program, as well as setting OKRs for their respective Service.
What a Senior Product Manager does
A Senior Product Manager defines, owns and solves problems, you will:
- Supports Head of Product.
- Have expert knowledge of product management techniques.
- Will support Product Managers career development.
- May be involved in hiring Associate Product Managers and Product Managers.
Senior Product Managers - key responsibilities:
- Defining the product suite/service vision and mission that delivers value based on the users and business needs, wants and demands.
- Define and maintain the roadmap (strategy) for the full customer journey for the product suite, in line with the Firmwide and LoS objectives, and work with the Product Managers to prioritise what matters most to achieve the strategic goals and initiatives behind the customer journey.
- Provide full transparency of the vision, mission, strategy, backlog, trade-offs, costs and value.
- Work with the Product Managers to prioritise spending based on return on investment and strategic intent.
- Drives the success of the service and products within the full customer journey, collaborating with the cross-functional team that will be building and improving it.
- Clearly articulate the business value to the wider teams so that they can understand the intent behind full journey and the products/services supporting that journey.
- Continued analysis, learning and measuring any internal/external factors that may have an impact on your product suite including seeking opportunities.
- Is accountable for the full lifecycle of the products within the service and its features from inception through to retirement.
- Collecting quantitative customer journey and product data and metrics to understand journey and product/service performance.
- Full stakeholder analysis and management
- Supporting Product Managers through incident and problem management. Key point of contact for incident and problem management with the service that they manage,
- Accountable for ensuring that we deliver services into operations and production systems are operationally reliable, available and secure inline with Information Security Policy Controls Standard and Operations Delivery Processes . Innovate within these standards utilizing ITIL, Agile and DevOps practices to their full value.
- Can demonstrate compliance with Information Security Policy Controls Standard and Operations Delivery Processes . Providing necessary evidence to support audit activities as required.
- Create marketing communication materials to support the product line.
- Responsible for benefits realisation.
What skills they need
A Product Managers of all levels needs specific skills. All roles have essential skills, and some have desirable skills. Each skill has one of 4 skill levels associated with it:
- Awareness
- Foundational
- Intermediate
- Advanced
Agile and Lean practices
Is aware of and understands lean-agile methodologies and how to apply the agile mindset to all aspects of their work. Has the ability to work in a fast paced, evolving environment and utilises an iterative method and flexible approach to enable rapid delivery. Unafraid to take risks, willing to learn from mistakes and appreciates the importance of product delivery. Able to establish the feedback loop for teams and has responsibility for the translation and measurement of value (what you put in and what you will get out) and how this relates to UK IT, Line of Service (LoS) and Firmwide goals and user needs. Able to ensure the team has a situational awareness of what each other is working on. Ensures that working practices are iterated to achieve effective delivery.
Advanced
Coaches and leads teams in Agile and Lean practices, determining the right approach for the team to take and evaluating this through the life of a product. Is able to think of new and innovative ways of working to achieve the right outcomes. Is able to act as a recognised expert and advocates for the approaches, continuously reflecting and challenging the team.
Lifecycle perspective
Understands the different phases of product delivery and is able to contribute to, plan or run these. Able to maintain a product or process through the delivery phases, through to live and into retirement. Able to lead a team through the different phases of the delivery lifecycle. Can maintain and iterate a product over time to continuously meet user needs. Understands and is aware of incident management and service support so that products are built effectively.
Advanced
Able to successfully lead teams through the full product lifecycle. Able to identify which tools and techniques should be used at each stage. Able to develop sustainable support models. Able to identify and deal with potential risks across or between all phases of the lifecycle. Able to coach others. Able to contribute to the assessment of other teams, providing guidance and support as they move through the lifecycle phases.
Operational management
Able to manage the operational process of designing and running a product throughout its entire life-cycle. Able to implement best practice in product development and knows how to plan and operationalise the stages of new product development. Able to overcome operational constraints to deliver a successful product. Works closely (when required) with other product teams/service owners across IT.
Advanced
Keeps abreast of industry best practice and cascades ways of working. Is the escalation point for major operational issues and champions operational management across the community. Works closely with Service Managers across UKIT.
Accountable for ensuring that we deliver services into operations inline with Information Security Policy Controls Standard and Operations Delivery Processes . Innovate within these standards utilizing ITIL, Agile and DevOps practices to their full value.
Problem Ownership
Understands and identifies problems, analysing and helping to identify the appropriate solution. Is able to classify and prioritise problems, document their causes and implement remedies.
Advanced
Is able to anticipate problems and knows how to defend against them at the right time. Understands how the problem fits into the larger picture. Is able to articulate the problem and helps others to articulate the problem. Builds problem-solving capabilities in others.
Product ownership
Uses a range of product management principles and approaches. Captures and translates user needs into deliverables. Able to define the minimum viable product, product roadmap, and make decisions about priorities. Writes backlog items and acceptance criteria. Able to define and own the product vision and roadmap. Capable of working with a range of specialists in multidisciplinary teams.
Advanced
Capable of starting to define and create approaches. Able to coach others. Able to implement new ways of working. Is aware of what other sectors are doing. Understands what is most important and applicable.
Strategic ownership
Focuses on outcomes, not solutions. Is bold - develops ambitious visions and strategies. Gets the organisation and team to buy-in. Translates the vision into prioritised deliverable goals.
Advanced
Gives direction on which tools and methods to use. Is experienced in meeting the needs of users across a variety of channels. Able to bring insight and expertise in how user needs have changed over time to ensure these are met by the business. Applies strategic thinking in how to provide the best service for the end user. Sets OKRs for a respective service in collaboration with the team(s) within it.
User focus
Understands users and can identify who they are and what their needs are based on evidence. Able to translate backlog items and propose design approaches or services to meet these needs and engage in meaningful interactions and relationships with users. Puts users first and can manage competing priorities.
Advanced
Able to collaborate with user researchers and can sell or represent users internally. Understands the difference between user needs and desires of the user. Able to champion user research to focus on the totality of all users. Can prioritise and define approaches to understand backlog items, guiding others in doing so. Can offer recommendations on the best tools and methods to be used.
Financial ownership
Able to secure funding for opportunities and innovation through a business case and delivering a good pitch. Capable of prioritising spending based on return on investment (ROI) and strategic intent; this may include contract ownership and accountability for realisation of benefits.
Advanced
Understands the market place..... click apply for full job details