Manager of Technology

Manager of Technology

Amsterdam OR London

Monday - Friday 8:00 - 5:00

Hybrid

If you enjoy simplifying complex ways of working, helping technical teams make better use of their capacity, and turning portfolio information into practical decisions, you’ll fit in well at CSC.

The Strategy & Portfolio team helps Enterprise Technology turn strategy into transparent portfolio choices and measurable outcomes. We provide leaders with the evidence, analysis and recommendations required to make informed decisions about priorities, investment, capacity and delivery, while accountable leaders retain responsibility for those decisions.

As a Portfolio Delivery Manager supporting Infrastructure Services, you will partner with Infrastructure Services leaders, people managers and technical teams to improve how work is allocated, planned and managed. You will help teams understand their current processes, identify friction and unnecessary effort, clarify responsibilities, and introduce simpler and more consistent ways to manage demand, capacity and work in progress.

A significant part of the role will be building credible visibility of the work teams have committed to, the capacity available to deliver it, and the constraints or trade-offs that leaders need to address. You will help teams embed improved practices and supporting tools, but the teams and their leaders will continue to own their work, resource decisions and operational performance.

Alongside this specialist focus, you will perform broader strategic portfolio management activities for Infrastructure Services, providing portfolio insight, facilitating prioritisation and planning, and helping leaders translate strategy into realistic portfolio choices.

Some of the things you’ll be doing

Process review and improvement

• Partner with Infrastructure Services teams to understand how work currently enters the team, how it is classified and prioritised, how it is allocated, and how progress is managed.
• Facilitate structured process reviews and working sessions with team leaders, people managers, project managers and technical specialists.
• Map current processes, roles, decision points, hand-offs and information flows, identifying duplication, gaps, unclear ownership and avoidable administrative effort.
• Help teams distinguish between project work, operational activity, maintenance and sustainment, compliance work, incidents and repeatable service requests so that each type of work receives proportionate governance and management.
• Recommend practical improvements that simplify processes, clarify accountability and reduce friction without adding unnecessary bureaucracy.
• Identify opportunities to standardise, automate or enable self-service for repeatable activities.
• Develop reusable process guidance, templates, playbooks and working practices that can be adopted across Infrastructure Services.
• Support teams as they move from existing processes to improved ways of working, adapting the approach in response to operational feedback and evidence.

Work allocation and capacity management

• Help managers establish an accurate, forward-looking view of team demand, existing commitments and available capacity.
• Review the processes teams use to assign work, maintain resource allocations and manage competing operational and project commitments.
• Facilitate conversations that help teams sequence work against real capacity rather than making commitments before resource availability is understood.
• Support the definition of clear responsibilities for maintaining assignments, planned effort, dates, dependencies and actual effort.
• Help teams represent material in-flight work so that portfolio capacity views are credible and useful without creating unnecessary retrospective administration.
• Analyse capacity and workload information to identify constraints, over-allocation, underused capacity, bottlenecks and work that may need to be deferred or displaced.
• Highlight where operational demand, incidents or unplanned activity are reducing the capacity available for strategic initiatives.
• Compare planned and actual effort to identify recurring estimation or planning issues and help teams continuously improve their assumptions.
• Present options and trade-offs to leaders, including the capacity and displacement implications of starting, stopping or reprioritising work.
• Work with teams to improve the completeness and reliability of capacity data, while clearly identifying gaps rather than silently reconciling or estimating missing information.
• Help establish sustainable review rhythms through which managers regularly validate work allocations and capacity information.

Portfolio management and decision support

• Partner with Infrastructure Services leaders and capability owners to translate strategy and operational priorities into portfolio choices, roadmaps and sequenced work.
• Maintain a consolidated view of the initiatives and material work affecting the relevant Infrastructure Services teams.
• Facilitate portfolio reviews, planning sessions and priority discussions, ensuring decisions are supported by evidence about value, capacity, dependencies, risks and consequences.
• Support demand shaping and prioritisation by helping sponsors and owners articulate intended outcomes, resource needs, dependencies and delivery implications.
• Provide portfolio-level analysis of progress, health, milestones, risks, dependencies, capacity and outcomes.
• Translate complex portfolio and operational information into concise recommendations and clear leadership narratives.
• Identify cross-team dependencies, competing commitments and delivery constraints, escalating material issues through the appropriate leadership or governance route.
• Support the development and maintenance of rolling portfolio roadmaps that reflect current priorities and realistic delivery capacity.
• Record material portfolio decisions, including the accountable decision-maker, agreed action, implementation owner and consequences for other work.
• Contribute to executive reporting, portfolio scorecards and leadership reviews, focusing on decisions, outcomes, constraints and actions rather than activity volume.
• Coordinate with Strategy & Portfolio, PMO, Enterprise Architecture, Finance and other partners so that teams use common portfolio records and do not create competing sources of information.

Enablement and adoption

• Coach managers and teams in practical work-planning, prioritisation and capacity-management practices.
• Explain new processes in straightforward operational language, making responsibilities and expected outcomes clear.
• Provide hands-on support during adoption, while ensuring responsibility for maintaining team plans and allocations remains with the relevant managers and work owners.
• Help leaders understand where process adoption or data quality is preventing reliable capacity and portfolio decisions.
• Work with service and platform teams to identify where workflow, automation, reporting or user-experience improvements would reduce manual effort.
• Gather feedback and performance evidence after changes are introduced and use it to refine processes, guidance and tools.
• Build confidence and capability within teams so that improved practices become sustainable and do not remain dependent on ongoing specialist intervention.

What success looks like

Success in this role will mean that:

• Infrastructure Services teams have clear, documented and proportionate processes for receiving, classifying, allocating and managing work.
• Managers can see material commitments and have a credible view of available capacity.
• Work is sequenced using agreed priorities and realistic capacity rather than informal or isolated commitments.
• Accountability for assignments, estimates, dates and data validation is understood and consistently applied.
• Portfolio leaders can see constraints, dependencies and displacement impacts before making commitments.
• Duplicate process steps, unnecessary meetings and manual reconciliations are reduced.
• Capacity and portfolio information increasingly comes from connected operational records rather than separate spreadsheets or presentations.
• Teams have reusable process guidance and self-service mechanisms for routine needs.
• Risks and data gaps are transparent, with responsibility for resolving them assigned to the appropriate owner.
• Portfolio decisions are better evidenced, clearly recorded and connected to strategic outcomes.

What skills, qualifications and experience do you need?

• Bachelor’s degree in business, information systems, technology, project management or a related discipline, or an equivalent combination of education and relevant experience.
• Significant experience in portfolio management, business process improvement, resource management, capacity planning, project management or technology operations.
• Demonstrated ability to analyse an existing process, identify structural and operational problems, and translate findings into practical improvements.
• Experience working with technical teams and managers to improve work planning, allocation, prioritisation and delivery visibility.
• Strong understanding of portfolio-management principles, including strategic alignment, prioritisation, governance, dependency management, risk management and portfolio reporting.
• Experience interpreting capacity, resource, workload or delivery data and turning it into actionable recommendations.
• Strong facilitation skills, including the ability to lead process-discovery sessions, challenge assumptions constructively and establish agreement across different teams.
• Excellent stakeholder-management skills and the ability to influence leaders and teams without relying on direct authority.
• Ability to communicate complex process and portfolio information clearly to technical, operational and executive audiences.
• Strong analytical judgement, with the ability to distinguish underlying process problems from isolated delivery issues.
• Experience supporting organisational or process change, including stakeholder engagement, adoption planning, coaching and continuous improvement.
• Ability to work across organisational boundaries and coordinate effectively with Portfolio Management, PMO, Architecture, Finance, service owners and technology leaders.
• Experience with ServiceNow SPM, Resource Management Workspace, Project Workspace or comparable portfolio and resource-management platforms would be beneficial.
• Familiarity with reporting and analytical tools such as Power BI, Excel or equivalent platforms would be beneficial.
• Knowledge of recognised portfolio, project, process-improvement and change-management practices, such as PMI/PMBOK, Agile, Lean, Prosci or ADKAR, would be advantageous.

Personal qualities

• A practical problem-solver who can move from analysis into implementation.
• Comfortable working in complex environments where responsibilities and processes are not always clearly defined.
• Curious and able to understand how technical teams operate without needing to be the technical subject-matter expert.
• Constructive and collaborative, while willing to challenge inefficient practices or unsupported commitments.
• Able to balance consistency and governance with the operational reality of different Infrastructure Services teams.
• Focused on sustainable outcomes rather than owning work that properly belongs with team leaders or managers.
• Confident using data to support recommendations while being transparent about data limitations.
• Adaptable, organised and able to manage several related improvement and portfolio activities at the same time.

Committed to reducing friction, enabling teams and continuously improving the way portfolio services are delivered.