Lead Service Designer (PROJ-4352)

The Service Designer will perform the following duties and responsibilities:

• Manage the Assessment and Authorisations section service catalogue.
• Define and refine the reporting metrics (dashboards) associated with the Authorisation To Operate process.
• Monitor and report on performance of section output
• Review existing procedures to identify opportunities to streamline and enhance effectiveness of service offering.
• Provide mentoring to APS staff in the continued operation of service catalogue items
• Liaise with internal and external stakeholder groups to ensure service offering is fit-for-purpose and delivering against section objectives
• Develops a pragmatic working/operating-model for work take on, through to work delivery and reporting - using people, process and technology as enablers – ensuring the section operates effectively to deliver work necessary and realise the model. 

Technical skills

• Jira management and improvement

Essential criteria

• User experience analysis UNAN • Understanding end users context and motivation, shadowing users to appreciate the challenges that they face, articulating the user flow and challenges • Balancing the needs of the organisation with needs of the users, and also stakeholder organisations in the surrounding ecosystem • Understanding stakeholder roles. • Using techniques such as personas, journey mapping and prototyping.
• Business situation analysis BUSA • Investigating the situation, understanding stakeholder perspectives, defining requirements and assessing potential solutions. • Understanding the outside-looking-in perspective (rather than the typical inside-looking-out view) of the organisation, its aims, the value it generates, and its context). • Understanding a businesses resources and mapping how they work together to directly or indirectly affect the employee or customer experience
• Requirements definition and management REQM • Understanding organisational and stakeholder objectives and needs, and distilling these down into detailed solution requirements. Ensuring that requirements are appropriately managed and traced.
• Business process improvement BPRE • Conducting analysis and documentation of “as is” processes, and putting those processes against a map of the overall service (tasks fit in processes, processes fit in services) • Analysing and defining value across the service map • Development of “could be” and “to be” service processes • Assessing impacts on people, organisation, information and technology (as well as the process itself) • Solve complex problems and services through evidence based decisions. Tell the story of how it will be solved so that it can be implemented successfully
• Organisational capability development OCDV • Working on holistic analysis with significant focus on assessing the current organisational capabilities, working with the project team to generate options and working with a team to facilitate the implementation of a chosen option (which may involve people, process, organisational, and information and technology changes).

Desirable criteria

• Business modelling BSMO • Creating various models, including conceptual models, process models, organisational methods, data and information models, and so forth.
• Benefits management BENM • Working with the sponsor, benefit owners and project teams to understand the desired outcomes and benefits, ensuring these are clearly articulated in a business case. • Working closely with the project manager to act as the “project conscience”, ensuring that benefits are kept front and centre, and that the scope does not stray.
• Strategic planning ITSP • Understand the wider organisational objectives, issues, risks and activities. Represent them in any discussions about the service. • This could include representing policies, standards, competitors during planning and research. • Lead strategic planning for the service to ensure it meets business objectives. • Articulate strategic goals for the service and share the story through artefacts like roadmaps, vision and mission statements or service blueprints. Identifying and classifying stakeholders, understanding their communication needs and communicating and engaging with them appropriately during the project.
• Consultancy CNSL • Providing advice and recommendations on potential approaches to organisational problems • Looking at the context of the organisation in its ecosystem • Leading service-specific workshops around organisational value and change • Bringing in industry best-practice in terms of tools, approach, processes • Definition of different service models • Reach out effectively across organisational, technical and situational boundaries. • Simplify complex, cross departmental information and processes, making it understandable to all • Facilitate co-creation by building a successful team where everyone involved in the service is represented and contributes to the bigger picture