In order to ensure that the emergent technology needs of our clients, regulators and internal stakeholders are able to be met quickly and effectively Schroders is undertaking the Leading Enterprise Agile Programme (LEAP) within Global Technology. In order to ensure this is achieved without compromising the stability and security of the platform, Schroders Global Technology is implementing a bespoke agile operating model, based on the SAFe methodology, which ensures that technology support and infrastructure is unaffected and the requisite governance and control is in place.
As a result, large programmes of work are now managed differently. In the new operating model, 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.
While the Epic Owner role should ideally sit within the business unit sponsoring the change, there is currently a lack of practical maturity in the execution of the role. In order to ensure a globally consistent approach to analysing, estimating value and size of epics, in which stakeholders are supported equitably whilst retaining an enterprise wide perspective of change, a team will be established to provide Epic Ownership and Business Analysis services to other business units. The team is organised as a single global practice with individuals aligned both by business unit (Investment, Distribution, Product etc.) and region (UK, EMEA, APAC etc.). The team offers Epic Ownership as a managed service for business units who do not have a capability to do so themselves, and does not provide resource augmentation for business stakeholders or agile teams. In addition, the practice is responsible for developing best practice and training of people within business change teams who wish to take on the role Epic Owner.
The team is not part of the Global Technology function, and offers a separate, complementary service to our business customers. The team does not act as an intermediary between Capability Owners and agile teams and does not support day to day running of agile teams, such as backlog refinement or story writing.
Overview of role
Epic Owners are responsible for supporting internal business customers at Schroders 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 Epics
• Responsible for supporting Epic sponsors in preparing the business case
• Work with Capability Owners and Leads to break Epics down into Features
• Responsible for maintaining relationships with vendors and other parties and ensuring alignment with GT agile teams where necessary
• Responsible for leading non-technology change (e.g. process, vendor engagement, procurement)
• 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
General and Technical skills
• Inspiring and inclusive leadership, does not take a directive approach
• Knowledge and experience of delivering change using Agile methodologies, preferably SAFe
• Strong communication skills, experience managing relationships with senior stakeholders
• Influencing board level stakeholders
• Excellent understanding of the Asset Management business
• Experience of working with global colleagues and stakeholders and sensitivity to cultural differences, time zones etc.
• Excellent command of the English language, both written and spoken
• Certified Safe Agilist (SA)
• Basic professional qualifications relating to the asset management industry (such as IMC) are preferred
• Educated to at least undergraduate degree level
• Inspiring and collaborative team player
• Friendly, approachable, enjoys working with people from a variety of backgrounds
• Comfortable with ambiguity and change
• Receptive to others' ideas and responds constructively to challenge
• Continuous improvement mind-set, challenges the status quo and seeks self improvement
Schroders is an equal opportunities employer and welcomes applications regardless of sex, marital status, ethnic origin, sexual orientation, religious belief or age.
Note To Agencies:
Schroders does not accept speculative CV's from agencies. We do have a PSL who are invited to support us when required. We only pay fees to agencies instructed to send CV's and are submitted through our recruitment portal. We do not pay fees on speculative or unsolicited CV's sent to Schroders or Schroders employees and reserve the right to contact unsolicited CV's directly.