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JOB DESCRIPTION JOB TITLE DEPARTMENT REPORTS TO POST HOLDER GRADE AND ROLE PROFILE JOB PURPOSE

Project Manager Operations Senior Project Manager Vacant A Lower RP5 (Prof & Dev Job Family)

To deliver and support projects across the Agency, ensuring Best Practice and use of the Project Management Framework in order to efficiently meet the requirements of internal systems and processes, to assist the delivery of the Regional Economic Strategy and to inform the Strategic Investment Plan. The role is multi-purpose. The main task will be to manage several high risk projects that are at different stages, all of which require the necessary Project governance, controls & structure put in place. Your role will be to take the internal Project Management method and implement across the projects, you will then be responsible for managing / aiding delivery of the projects on a day-to-day basis. The candidate will need to take responsibility for some or all of the project management tasks. The second part of this role will be to aide the development of the internal Project Management method. You will be responsible for delivering new capability through the development of the method and management of some key projects. The role may also include acting as a Mentor to other members of the agency and developing project management best practice and innovation. ORGANISATION CHART Attached DIMENSIONS • Day-to-day management of key Projects / Programmes to time, quality, budget • Manage 3rd party relationships • Delivery to Contract • Mentoring internally on Project Management • Development of Project Management method and controls • Implementing Project Management method across key projects • Responsible for planning the Projects in-line with current commitments • Management of key Stakeholders • Reporting progress to Senior Responsible Owners [Executive Directors] • Management of Risk, Issues, Changes against projects PRINCIPAL ACCOUNTABILITIES 1. Embed the NWDA project management framework, to complement the Agency's systems and procedures and encompass the range of NWDA projects to ensure that they are measurable and targeted to objectives derived from the regional economic strategy. 2. Champion the project management framework throughout the Agency using strong leadership skills, providing expert and technical advice to Directors and other senior managers to ensure full integration of the project management framework and legislative, regulatory, and technical requirements are fulfilled. 3. Act as mentor to individuals within the Agency to promote best practice in


accordance with the project management framework. 4. Provide expert and technical advice on project management to all levels of management within the Agency e.g. scoping, planning, governance, roles and responsibilities, controls, change control, contingency planning, risk management, issue management, configuration management, benefit realisation, quality etc. 5. Facilitate and contribute to the project management of key projects, ensuring that all elements of the project management framework are fully integrated and adhered to. 6. Monitor projects throughout the Agency to ensure that they are equipped with the right scope, resources, and structure for delivery. Provide leadership and direction to senior management to rectify any shortfall. 7. Research trends and best practice of project management externally to the Agency and throughout the RDA network, and compile with any problems encountered when integrating the project management framework to be communicated to the project management group for consensus to enhance the framework. 8. Delivery of key strategic, complex, high risk projects and programmes of work PLANNING AND ORGANISING • Project planning skills, use of Estimating techniques • Delivery to timescales • Organise own time and teams • Ensuring all project files are well organised and kept up-to-date • Capability to manage time to ensure where issues arise they can be resolved • Responsive to tight timescales and additional requirements • Management and leadership to ensure the projects stay on track • Assess and manage risks and issues DECISION MAKING Responsible for managing significant projects & programmes of work with budgets into the millions, ensuring the project stays on track ensuring delivery against Contracts. Deciding on project structure and teams, managing project budgets and making key strategic decisions on projects. INTERNAL AND EXTERNAL RELATIONSHIPS Internally: Ability to build and maintain positive and productive interdepartmental working relationships. Understanding and involvement with all key service sectors across the Agency. Management of matrix project team, without line management responsibilities and managing relationships with key line managers for project team members. Externally: Management of 3rd Parties (Consultants, Contractors), key management of Stakeholders. Networking, influencing and management with Director level stakeholders. KNOWLEDGE, SKILLS AND EXPERIENCE NEEDED Essential:


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Significant experience of managing large complex projects with multiple stakeholders. Prince ll or equivalent qualification in project and programme management. An understanding of the work of the NWDA or similar body. Ability to use influencing and communication skills to gain support and understanding of Directors and senior management regarding project management techniques. Knowledge of technical, legislative and regulatory frameworks that relate to project management within the public sector. Demonstrate essential management skills: leadership, communication, negotiation, problem solving, self reliance, enthusiasm, team leading attributes.

Desirable:

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Knowledge of OGC Gateways MSP certification Some experience or knowledge of construction Excellent written and verbal communication skills. Ability to build and maintain positive and productive interdepartmental working relationships. Understanding of the work of the NWDA or similar body Experience of working in a structured and unstructured Project Management environment.

SPECIAL FEATURES WHERE DOES THIS ROLE NEED TO BE BASED Renaissance House, Warrington COMPETENCY PROFILE


Building and Managing Relations C Prioritises the building of effective relationships with key people o o o o

Has a focused proactive approach with regard to which relationships are invested in Resolves problems in relationships before they develop into dysfunction Takes a long term view with regard to which relationship are important Makes relationships with people who would not otherwise be readily social companions

Developing Others C Acts as a performance coach o o o o o

Holds regular structured meetings with staff regarding their development Enables the identification of clear performance improvement goals Provide development challenges with associated opportunities to discus and review learning’s Discus underlying feelings and motives as well as task completion Sensitive to the different perceptions and feelings of individual staff regarding challenges

Effective Influencing C Transfers ownership and gains commitment o o o o o

Uses an excellent understanding of people to identify what will appeal to them. Leads an audience to a decision or sale without them noticing. Presents a compelling argument for a proposal or proposition. Uses experts or third parties to influence others. Builds relationships with key players for the purpose of gaining support.

Leadership C Inspires others towards a compelling vision o o o o

Communicates the strategic vision to the team/function in a manner which generates enthusiasm and commitment. Is a driver of cultural changes. Promotes cross-group effectiveness (includes sharing information, resources etc. with other business units, and solving mutual problems collaboratively). Brings out the best in people inspiring them to say : “I want to achieve this.�.

Striving for Success C Sets and achieves targets o o o o

Regularly exceeds targets/expectations. Sets high standards for self and/or others. Has a drive to create and deliver own standards of excellence. Makes changes in methods of work to improve business results.

Thinking and Acting Ahead B Looks ahead


SELECTION AND ASSESSMENT Minimum process: Panel Interview R Competency Assessment R

Additional relevant process: Presentation 0 Written report 0 Group discussion 0 In-tray exercise R

JOBHOLDER SIGNATURE: IMMEDIATE SUPERVISOR/ MANAGER SIGNATURE: DATE:

26 April 2006


Operations – Programme Team Director of Programme

PA/Team Secretary 1

PA/Team Secretary 2

Admin Support

Admin Support

Head of Programme & Delivery A Upper

Head of Programme Office

Programme Support Team Leader

Training Specialist

Programme Support Team

Training Support Officer

28/04/2006

Quality Assurance Process Manager

Quality Assurance Manager

Senior Project Delivery Managers

Project Delivery Managers

Senior Project Manager

Project Managers

Project Manager Kingsway

Office Manager Kingsway



http://www.nwda.co.uk/docs/Project%20Manager_JD%202007