Senior Manager/Manager, IT Portfolio Management

A. RESPONSIBILITIES

1. IT Portfolio Planning and Prioritisation

• Maintain an integrated view of proposed, approved, active, on-hold and completed Technology initiatives across the organisation.
• Coordinate the periodic IT portfolio planning cycle, consolidating new demand, project roadmaps, spill-over commitments and mandatory initiatives.
• Assess and challenge portfolio submissions for strategic alignment, business value, urgency, risk, dependencies, resource demand, affordability and delivery readiness.
• Develop portfolio prioritisation recommendations and scenarios for consideration by the Head of Technology and relevant governance forums.
• Support sequencing decisions to reduce resource conflicts, operational disruption and competing implementation timelines.

1. Portfolio Governance and Assurance

• Operate portfolio governance controls, including portfolio intake, classification, stage/gate status, required approvals, reporting standards and evidence requirements.
• Review portfolio and project submissions for completeness, quality and compliance before they are tabled to Technology leadership or governance forums.
• Monitor adherence to the approved project lifecycle and follow up directly with project managers, sponsors and delivery leads on outstanding governance obligations.
• Return incomplete or unsupported submissions for correction and escalate repeated or high-impact non-compliance when direct engagement does not achieve resolution.
• Maintain an auditable record of key portfolio decisions, approvals, exceptions and escalations.

1. Portfolio Performance, Risk and Dependency Management

• Maintain accurate and current portfolio information covering scope, schedule, milestones, status, budget, forecast, risks, issues, dependencies, decisions and benefits.
• Consolidate project health into portfolio-level views and identify systemic delivery concerns, cross-project dependencies and resource bottlenecks.
• Challenge project status where reported progress is not supported by evidence, milestones or actual delivery outcomes.
• Track material portfolio risks, issues and dependencies to closure or formal acceptance, ensuring accountable owners and target dates are identified.
• Coordinate recovery, remediation or escalation actions for projects requiring management attention.

1. Financial, Capacity and Resource Oversight

• Work with Finance, project owners and Technology teams to maintain a consolidated view of approved budget, committed spend, actual spend, forecast and material variances across the IT portfolio.
• Support annual budgeting and reforecasting by consolidating portfolio requirements, recurring commitments, new initiatives and spill-over expenditure.
• Monitor portfolio resource demand and capacity constraints across Technology teams and critical delivery partners.
• Provide evidence-based recommendations on resourcing, sequencing, deferment or reprioritisation where capacity or funding constraints affect delivery.
• Highlight unplanned expenditure, cost pressures and unfunded requirements for timely management decision.

1. Portfolio Reporting and Decision Support

• Produce portfolio dashboards and health reports for the Head of Technology, Technology leadership and relevant governance forums.
• Provide concise analysis of what changed, why it matters, decisions required, management attention needed and the impact on roadmap, risk, budget or operations.
• Maintain consistent RAG/status criteria and reporting definitions across the portfolio to improve comparability and decision quality.
• Prepare portfolio information for Steering Committee, leadership, budget, audit and other governance discussions as required.
• Maintain the IT portfolio register and ensure changes in priority, status, ownership, budget or target dates are reflected promptly.

1. Benefits and Portfolio Closure Oversight

• Ensure expected outcomes and benefits are identified for material initiatives and linked to appropriate business owners.
• Monitor whether project closure requirements are completed, including outstanding actions, handover, documentation, financial closure, lessons learned and post-implementation review where applicable.
• Provide portfolio-level visibility of realised, delayed or at-risk benefits and recommend follow-up actions where intended outcomes are not being achieved.

1. Stakeholder and Team Management

• Lead and develop assigned portfolio / PMO team members, set work priorities and maintain appropriate quality standards for analysis and reporting.
• Act as the principal operational point of contact for IT portfolio management matters, providing guidance to project managers, delivery leads and Technology teams.
• Facilitate portfolio review meetings and working sessions, ensuring actions, decisions and escalations are recorded and followed through.
• Build a culture of evidence-based reporting, disciplined escalation, transparency and ownership across the Technology portfolio.

1. Regular Activities and Reporting Cadence

• Weekly: refresh portfolio status, risks, issues, milestones, financial exceptions and governance actions; follow up overdue updates and corrective actions.
• Bi-Weekly: issue consolidated portfolio health and performance reporting, including trend analysis and matters requiring Technology leadership attention.
• Monthly or as required: issue portfolio health and performance reporting to project sponsor.
• Quaterly: support portfolio prioritisation, roadmap reviews, benefits review, budget reforecasting and capacity planning.
• Annually: coordinate inputs to the Technology planning and budget cycle and ensure approved initiatives and commitments are reflected in the portfolio baseline.
• Ad hoc: prepare portfolio analysis, executive briefings, audit evidence and management papers requested by Head, IT PMO, Governance & Admin Support.

Key Performance Measures / KPIs

Measure Expected Outcome

• Portfolio data quality
• Portfolio register, project status, milestones, financials, risks and dependencies are complete, current and supported by appropriate evidence.
• Reporting discipline
• Portfolio dashboards and management reports are issued within the agreed reporting calendar, with material exceptions clearly highlighted.
• Governance compliance
• Required project lifecycle, gate, approval and documentation obligations are monitored; non-compliance is followed up and escalated in accordance with governance requirements.
• Portfolio health
• Critical risks, issues, dependencies, schedule slippages and budget variances are identified early, challenged and escalated with clear corrective actions.
• Prioritisation effectiveness
• Portfolio recommendations are supported by consistent assessment of strategic alignment, value, risk, urgency, capacity, dependencies and affordability.
• Financial oversight
• Portfolio-level forecast, committed spend and budget variances are monitored with Finance and project owners; material variances are reported promptly.
• Benefits visibility
• Expected benefits and outcomes are captured for material initiatives and tracked through implementation and post-implementation review where applicable.
• Stakeholder service
• Leadership and project stakeholders receive reliable portfolio information, timely challenge and clear governance guidance to support decision-making.
• B. ACCOUNTABILITIES

• Ownership and integrity of the IT portfolio register, portfolio reporting framework and portfolio management calendar.
• Accuracy, timeliness and consistency of portfolio-level reporting and escalation provided to Technology leadership.
• Effective operation of portfolio intake, prioritisation, status monitoring, governance tracking and portfolio review processes.
• Early identification and escalation of material portfolio risks, delivery concerns, resource conflicts, financial pressures and cross-project dependencies.
• Quality of portfolio analysis and recommendations used to support prioritisation, sequencing, funding and resource decisions.
• Appropriate follow-up of project governance obligations and management actions until closure, acceptance or formal escalation.
• Performance, development and work quality of assigned portfolio / PMO team members.

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The role is accountable for the quality of portfolio oversight and decision support; individual project sponsors and project/delivery managers remain accountable for business outcomes, project delivery and execution within their approved authority.

C. AUTHORITY

Decisions the Role May Make Independently

• Set and administer the portfolio reporting calendar, data standards, templates and routine operating processes approved for use by the department.
• Require project delivery teams to provide portfolio information, supporting evidence and corrective updates within agreed timelines.
• Return incomplete, inconsistent or unsupported portfolio/project submissions for correction before governance review.
• Classify and consolidate portfolio information in accordance with approved definitions, governance criteria and reporting standards.
• Assign routine work and reporting responsibilities to assigned team members within approved role boundaries.

Approvals / Recommendations Within the Role

• Endorse the completeness and readiness of portfolio submissions for onward review by the Head or relevant governance forum.
• Recommend portfolio priorities, sequencing, resource allocation options, recovery actions, deferment, escalation or closure based on analysis and evidence.
• Recommend changes to portfolio management standards, reporting requirements and governance controls based on operational findings.

Budget, Resources and Assets

• Manage departmental resources, portfolio management tools and approved operating expenditure assigned to the role within the organisation's Delegation of Authority (DoA).
• Monitor and report portfolio budgets and forecasts; approval of project funding, budget transfers, procurement awards, contractual commitments or unbudgeted expenditure remains subject to the applicable DoA and authorised approving authority.

Matters Requiring Escalation or Higher Approval

• Material changes to approved project scope, funding, benefits, target dates or strategic priority that exceed delegated thresholds.
• Critical or high-impact portfolio risks, significant operational/safety implications, regulatory or security concerns, and repeated governance non-compliance.
• Decisions involving project cancellation, suspension, major reprioritisation, vendor/contract commitment or exceptions to approved policy and governance requirements.
• Resource conflicts or budget constraints that cannot be resolved within the department or materially affect committed business outcomes.

D. DELEGATION OF DUTIES

Acting / Backup Arrangement

During temporary absence, routine operational responsibilities may be assigned to a designated IT Portfolio Management team that formally nominated by the role holder and acknowledged by the Head, IT PMO, Governance & Admin Support. For extended absence, an acting appointment should be confirmed by the Head in accordance with company practice.

Responsibilities That May Be Delegated

• Routine portfolio data collection, register maintenance, meeting coordination, action tracking and preparation of standard dashboards or reports.
• Follow-up with project teams on overdue updates, evidence and agreed corrective actions.
• Preparation of analysis and working papers for review by the role holder or acting authority.

Limitations on Delegated Authority

• Delegation does not transfer the role holder's accountability for the quality and integrity of portfolio oversight unless a formal acting appointment is made.
• Strategic prioritisation recommendations, formal escalations, exceptions, commitments of funds, policy deviations and decisions reserved under the DoA may not be delegated beyond the authority granted to the acting officer.
• Material decisions taken during an acting period must be documented and reported to the Head and, where appropriate, to the returning role holder.

E. MINIMUM QUALIFICATIONS

Education

• Bachelor's degree in Information Technology, Computer Science, Engineering, Business, Management or a related discipline.
• Postgraduate qualification in business, technology management or project/portfolio management is an advantage for the Senior Manager level.

Professional Certifications

• Professional certification in project, programme, portfolio or governance disciplines is preferred, such as PMP, PRINCE2, COBIT or equivalent.
• ITIL, Agile, risk, finance or governance-related certifications are an advantage depending on the portfolio environment.

Relevant Experience

• Manager level: typically at least 8 years of relevant experience in IT portfolio management, PMO, programme/project management, IT governance or technology planning, including experience coordinating multiple concurrent initiatives.
• Senior Manager level: typically at least 10 years of relevant experience, with demonstrated leadership of an enterprise or large Technology portfolio, PMO or complex multi-project environment.
• Experience in aviation, airline operations, transport or another regulated / operationally critical industry is strongly preferred.
• Demonstrated experience in portfolio reporting, executive decision support, budget/forecast coordination, risk and dependency management, and governance assurance.

Technical Skills and Knowledge

• Strong knowledge of portfolio, programme and project management disciplines, including prioritisation, demand management, stage/gate governance, delivery assurance and benefits tracking.
• Strong analytical capability in portfolio financials, resource/capacity planning, schedule health, risk, dependencies and performance trends.
• Working knowledge of IT governance and service management concepts, including COBIT and ITIL principles, and of Agile, Waterfall and hybrid delivery methods.
• High proficiency in portfolio reporting and productivity tools such as Microsoft Excel, Power BI, PowerPoint, SharePoint / Microsoft Lists, MS Project and equivalent PPM or work-management platforms.
• Ability to translate complex project information into concise executive-level insights, options and recommendations.

Competencies and Behaviours

• Strong judgement, analytical thinking and attention to detail, with the confidence to challenge unsupported status or assumptions.
• High level of integrity, objectivity and discipline in reporting, escalation and governance matters.
• Strong stakeholder management, facilitation and influencing skills across technical, business and leadership audiences.
• Persistent but constructive approach to accountability and follow-through, including management of overdue actions and non-compliance.
• Ability to work effectively under competing priorities and time-sensitive operational conditions.
• Leadership capability to coach team members, set standards and develop portfolio management maturity.

Regulatory / Industry-Specific Requirements

• Must comply with AirBorneo policies, Technology governance requirements, information security controls, records management requirements and applicable regulatory obligations.
• Must understand that Technology changes and projects may affect airline operational continuity, aviation safety, cybersecurity, data protection and regulatory compliance; relevant impacts must be identified and escalated through the appropriate accountable functions.