ERP System Owner
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| Job Type | Permanent |
| Location | Snowhill Birmingham |
| Area | Midlands, UK |
| Sector | High Speed Rail |
| Salary | 75 - 88,000 + Pen 6%:12% + 25 days hol |
| Start Date | |
| Advertiser | Charlton Recruitment |
| Telephone | 07881022741 |
| Job Ref | HS966 |
| Job Views | 585 |
- Description
- High Speed 2 the new multi-billion-pound high-speed railway to directly link the city centres of: London, Birmingham, Leeds and Manchester completing in 2033
- JOB PURPOSE
- Enterprise resource planning is a suite of integrated applications that manages HS2’s core business processes. It uses Oracle Fusion SaaS business-management service at the core along with other systems and services to collect, store, manage, and interpret data from all parts of the business[IB1] .
- This position plays a full role in the leadership and management of the Enterprise Resource Planning (ERP) service to
- Lead and motivate the function, including developing and delivering strategic objectives and plans and actively supports the ERP team in innovation
- Provide input and steer to shaping ERP Projects and setting up for success - provides input/feedback from stakeholder steering groups to shape the development and sustainability of SAP projects
- Provide leadership and delivery on ERP requirements across the ERP landscape
This role reports directly into the Head of Service Delivery. The ERP support team and any support service providers will report to his role.
- ACCOUNTABILITIES
- Accountable for ensuring the service meets business needs
- Acting in IT System Owner role in ERP Support Model alongside System Owners from Finance, HR and Procurement & Commercial business functions
- Preparing cost budgets and reporting performance against budgets to senior management teams
- Securing budgets from business functions to meet enhancements and special projects
- Managing delivery of enhancements and projects including financial management
- Owning the strategic business plan for the full ERP service consisting or Oracle and all associated services and systems
- Running the ERP Strategic Steering Group consisting of stakeholders from Finance, HR and Procurement & Commercial functions
- Acting as a mid way point and advocate between the Business and Oracle
- Owning the relationship between ERP service from partner and Oracle
- Governing and approving enhancements, providing prioritisation and escalation point
- Accountable for ERP meeting Statutory and Mandatory Security and Access Management requirements
- Accountable for maintaining control the ERP system configuration, operation and support
- Prioritising and commissioning enhancements to ERP solution
- Delivering enhancements through the ERP support partner contract
- Running the Business Change Management process on behalf of the 3 functional stakeholder groups
- Owning the project backlog
- Owning the RAID log
- Apply the right business prioritisation within the product backlog, managing dependencies and working closely with the relevant stakeholders
- Providing a regular and clear update to colleagues of future initiatives and opportunities
- Discover opportunities to sustain initiatives, features and functional enhancements
- Undertake effective budget management and build business cases to demonstrate how technology outcomes will add benefit and value
- Work closely with other teams and programmes, which may be dependent on / affected by changes in the scope or technical implementation and accommodate demand / changes into the backlogs where necessary, clearly marking dependencies and deliverables that will enhance and act as enablers
- Build a partnerships to provide clarity on resolving issues and maintaining a quality experience for our colleagues via operational stability
- Manage a close collaboration with Security, Architecture and Infrastructure teams to ensure identity and security is applied consistently and complies to policies where necessary
- Ensure there is a common understanding of how products can be leveraged and implemented at an enterprise level and underpin this with appropriate coaching/training to facilitate colleague adoption success
- It is expected that you will actively promote and embed Equality, Diversity and Inclusion (EDI) in all your work and support and comply with all organisational initiatives, policies and procedures on EDI.
5. REQUIRED CRITERIA
SKILLS
- Able to manage the operational process of designing and running a product or service throughout its entire life-cycle
- Ability to understand and identify problems analysing and helping to identify the appropriate solution
- Captures and translates user needs into deliverables. Able to define the minimum viable product and make decisions about priorities
- Ability to write stories and acceptance criteria and capability of working with a range of specialists in multidisciplinary teams.
- Ability to drive continuous improvement in an ITIL Service Operations and Service Management environment.
KNOWLEDGE
- Technical understanding of workplace infrastructure, networks and cyber security
- Knowledge of SharePoint disciplines
- Is aware of and understands agile methodology and how to apply the agile mind set to all aspects of their work
TYPE OF EXPERIENCE
- Experience of implementing ERP systems and associated systems and services
- Experience of Oracle Fusion, SAP Business ByDesign and SAP SuccessFactors
- Experience in 3rd party integrations and their associated API's and how they tie in to Oracle (or similar)
- Experience of vendor management / managing suppliers, including defining and negotiating MSAs, SLAs and defining support solutions that meet agreed SLAs with Service Delivery Managers
- Experience of Agile delivery methods
- Experience of using service management tools
- Experience of IT process and procedure
- Experience of a modern, digital workplace and has a clear understanding of what is required for better end user experiences
- Financial and commercial experience of managing budgets with delivery roadmaps/backlogs embedded with associated business outcomes and value
BEHAVIOURAL COMPETENCIES
The post-holder is expected to behave at all times in a manner consistent with the HS2 values of Safety, Leadership, Integrity & Respect.
6. DECISION MAKING
- The role holder can decide the following:-
- Able to define the minimum viable product and make decisions about priorities.
- Approvals of changes to IT systems
- Approval of service requests
- Implementations of service improvement to process and tooling
- Prioritising supplier activity
- Makes informed decisions based on user need and value for money.
- Budget management to deliver backlog (up to £2m)
- Supplier management and selection to provide outsourced services
- This role excludes ERP business functions and processes. They are covered by the relevant business function System Owner
- This role excludes Information Asset Ownership. This is the domain of the business function.
- Work collaboratively across boundaries to ensure that HS2 maximises its strategic outcomes within the resources available (matrix resource management using internal and external resources)
- Full product ownership ‘cradle to grave’
8. KEY CONTACTS
- HS2 Head of Service Delivery – Line management
- ERP System Owners
- ERP Support Network consisting of Functional System Managers and ERP Super Users
- Supplier service management account team – weekly\monthly incident, request, problem, change, config, CSI, Service Review meetings
- Hs2 Delivery Managers – daily \ weekly contact to discuss release cycle delivery
- IT Senior Leadership Team – Vision creation and escalation
- HS2 key users including Execs and PAs – ad-hoc internal IT point of contact for product roadmap
9. COMPLEXITY
The complexity of the role is driven by:-
- This is a multiple stakeholder service that is business critical. Information managed by the service is highly complex and sensitivity around information security is high
- The requirement to define, plan and drive an effective product roadmap working in collaboration with the business
- This is a multiple supplier environment, therefore managing a product across a number of suppliers can be complex
