Business Analyst (Programme & Policy) (3-year contract), PCE

• This position is for Office of Professional & Continuing Education (PCE). • Business Intelligence, Data and Analytics • Develop and maintain a whole-of-PCE business intelligence capability to provide a reliable and integrated view of PCE performance, demand and opportunity: • Develop a whole-of-PCE business intelligence and analytics framework, including establishing common definitions and reporting standards for programmes and products; clients and enterprises; learners; sectors and markets; revenue and contribution; partnerships; pipeline; outcomes and impact. • Develop an inventory of internal PCE data sources across SMUA, ExD, Schools and other relevant units. • Assess data availability, completeness, consistency, reliability and quality. • Identify data gaps and recommend practical improvements to data collection, integration and reporting. • Analyse PCE performance across products and programmes; sectors and client segments; markets and geographies; revenue and contribution; learner enrolment, completion and feedback; repeat participation and client renewal; faculty and trainer participation and evaluation. • Develop or commission dashboards and analytical tools for strategic decision-making. • Establish a regular PCE portfolio and performance reporting process. • Promote a culture of evidence-based portfolio, investment and resource decisions. Market Intelligence and Strategic Insights • Establish a systematic view of market demand, capability gaps, addressable markets and emerging opportunities relevant to PCE. • Identify unmet workforce, organisational and learner capability needs, and analyse gaps between available training provision and enterprise or sector requirements. • Assess addressable markets across sectors, geographies, client/learner segments, product categories, and enterprise/public-sector buyers. • Track emerging demand from national and global trends, such as AI, digital transformation, sustainability, workforce restructuring and industry transformation. • Monitor developments affecting PCE, including government/SSG/agency priorities and funding, competitor and substitute offerings, and regional/international market developments. • Gather intelligence from enterprises, employers, HR leaders, sector bodies, professional associations, government agencies, overseas partners, faculty, research institutes, SMUA, ExD, and alumni/professional networks. • Assess SMU's capability fit and right to play based on faculty expertise, research and IP, existing programmes, industry/government relationships, regional presence, brand relevance and delivery capability. • Translate market intelligence into recommendations to pursue, validate, pilot, partner, monitor, consolidate, defer or stop. Business Cases and Portfolio Decision Support • Develop and assess business cases for new PCE initiatives, product lines, partnerships and portfolio decisions by integrating internal data with external market, workforce, sector and enterprise intelligence: • Triangulate internal and external data to identify: • High-demand areas with weak internal coverage. • High-volume activity with limited strategic or commercial value. • Strong-performing offerings with uncertain future relevance. • Strategic sectors where SMU lacks sufficient capability or IP. • Emerging opportunities not yet visible in internal performance data. • Gaps, duplication or fragmentation across the portfolio. • Existing assets that can be combined or adapted into new products or pathways. • Areas requiring investment in faculty expertise, Teaching Fellows, IP, learning technology or external partnerships. Develop and assess business cases against agreed principles: client/learner and market need; strategic fit; operating and delivery model; time to market; pricing and investment requirements; risk and assumptions; reusability and scale potential; and exit/stop criteria. Develop strategic options papers that set out available choices, trade-offs, evidence, risks, resource implications and recommended course of action. Define evidence requirements, success measures, resource limits and decision points for strategic experiments. PCE Policy, Governance and Structures • Support the development and institutionalisation of the policies, governance mechanisms, decision rights, structures and processes required for the evolving PCE strategy. • Identify policy, governance and structural gaps; clarify decision rights, accountability and ownership across the PCE landscape. • Co-develop, with ExD, SMUA and other relevant stakeholders, a phased framework for opportunity assessment, concept validation, pilot selection and review, scale, and operationalisation. • Draft and maintain operating principles, policy guidelines and process documentation. • Support the codification and implementation of governance models for regionalisation, enterprise capability partnerships, cross-unit product development and strategic pilots • Track adoption of agreed policies and processes; identify institutional bottlenecks, overlaps and unclear handoffs, and recommend improvements. • Maintain a live PCE policy and governance reference covering approved principles, operating arrangements, decision rights and process changes. Other duties as assigned. Responsibilities • This position is for Office of Professional & Continuing Education (PCE). • Business Intelligence, Data and Analytics • Develop and maintain a whole-of-PCE business intelligence capability to provide a reliable and integrated view of PCE performance, demand and opportunity: • Develop a whole-of-PCE business intelligence and analytics framework, including establishing common definitions and reporting standards for programmes and products; clients and enterprises; learners; sectors and markets; revenue and contribution; partnerships; pipeline; outcomes and impact. • Develop an inventory of internal PCE data sources across SMUA, ExD, Schools and other relevant units. • Assess data availability, completeness, consistency, reliability and quality. • Identify data gaps and recommend practical improvements to data collection, integration and reporting. • Analyse PCE performance across products and programmes; sectors and client segments; markets and geographies; revenue and contribution; learner enrolment, completion and feedback; repeat participation and client renewal; faculty and trainer participation and evaluation. • Develop or commission dashboards and analytical tools for strategic decision-making. • Establish a regular PCE portfolio and performance reporting process. • Promote a culture of evidence-based portfolio, investment and resource decisions. Market Intelligence and Strategic Insights • Establish a systematic view of market demand, capability gaps, addressable markets and emerging opportunities relevant to PCE. • Identify unmet workforce, organisational and learner capability needs, and analyse gaps between available training provision and enterprise or sector requirements. • Assess addressable markets across sectors, geographies, client/learner segments, product categories, and enterprise/public-sector buyers. • Track emerging demand from national and global trends, such as AI, digital transformation, sustainability, workforce restructuring and industry transformation. • Monitor developments affecting PCE, including government/SSG/agency priorities and funding, competitor and substitute offerings, and regional/international market developments. • Gather intelligence from enterprises, employers, HR leaders, sector bodies, professional associations, government agencies, overseas partners, faculty, research institutes, SMUA, ExD, and alumni/professional networks. • Assess SMU's capability fit and right to play based on faculty expertise, research and IP, existing programmes, industry/government relationships, regional presence, brand relevance and delivery capability. • Translate market int