The Investment Operations Team is a central team within Investment, reporting to the Investment COO and with a global remit. The Investment Process team provides support to the other Investment operations functions to drive process improvement and implement change. The team aims to enable business growth, make data improvements, manage risk and simplify the business.
Schroders employs a bespoke agile operating model, based on the SAFe methodology, to manage change initiatives. Traditional waterfall projects are replaced with Epics. Epics are defined as any initiative that lasts longer than one, three month programme increment (PI) or requires work to be performed on more than one Capability. Epics are similar to projects in that they describe the business outcome resulting from a series of change activities. However, unlike projects, Epics to not have a dedicated team established to deliver the outcome, rather, the Epic is broken down into smaller features which are delivered by individual Capability aligned agile teams. Epic Owners and Business Analysts will be responsible for taking a holistic view of an Epic and managing non-technology aspects of the change.
Overview of role
The Investment Operations Change Manager is responsible for supporting Investment Operations to manage large scale change by performing analysis, contributing to drafting the business case and co-ordinating delivery of multiple features by a number of Capability aligned agile teams. Epic Owners are big picture thinkers with excellent knowledge of the organisation who are able to manage change cutting across siloes and geographies. Communication and influencing skills are key, as the nature of Epic Ownership is much less directive than traditional project or programme management.
* Responsible and accountable for high level analysis of proposed epics to identify scope, size and value of Investment Epics
* Responsible for supporting Epic/ Projects sponsors in preparing the business case
* Work with Capability Owners and Leads to break Epics down into Features
* Responsible for informing and influencing Capability Owners to ensure Epic is prioritised effectively
* Accountable for ensuring that the value of the Epic is realised and de-prioritising further work once value has been delivered
* Contribute defining and continuously improving best practice for Epic Ownership
* Contribute to coaching and support development of colleagues
* Provide mentoring support to Investment Operations team members who are less experienced in participating in operational change projects
* Initial focus will be EPIC owner for the TIRM replacement program which has broader in focus than just Investment but will ultimately roll into supporting many of the projects we need to deliver next year e.g. Aladdin, EMIR/MiFID, CTO and PACE replacement.