Position Description (PD)

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1 HRPF: PositionDescription-JOB:REW Learning Resources Information Technology Services Project Management Office Position Description (PD) Manager, Project Management Office Continuing Position Number: March 2014 Our Vision We have a vision of people prepared to make a difference: tangata tū, tangata ora. Our mission is to contribute to society through knowledge in chosen areas of endeavour by promoting a world class learning environment known for attracting people with the greatest potential to make a difference. We seek to be known as a University where knowledge is created, critiqued, disseminated and protected and where research, teaching and learning take place in ways that are inspirational and innovative. Looking towards 2023, the 150th anniversary of our founding, the primary components of our strategy are to Challenge, Concentrate and Connect. Purpose of the Learning Resources Portfolio Learning Resources supports staff and students at the University of Canterbury by equipping them with materials for their learning, teaching and research needs, and by providing a world-class campus environment in which to use them. Learning Resources links together the Library, Information and Technology Services, Campus Services, Capital Works, Project Management Office and Engineering Services to create a comprehensive learning environment. Purpose of Information Technology Services The role of Information Technology Services (ITS) is two-fold, the first being to provide a broad range of enterprise information and technologies and secondly to manage the introduction, development and support of innovative services and solutions that enable a world class Learning and Teaching environment. Role, Purpose and Scope The role of Manager, Project Management Office is to: Co-ordinate and communicate the Project Management Office vision, standards and process across the University. Assume responsibility for the effective day-to-day running of the Project Management Office and apply the most current tools, methods, procedures and equipment in project management to provide expert support and guidance to the University on project management processes and procedures. Manage a team of project management and business analysis professionals in the development and completion of projects or programmes across all business lines. Human Resources PD Manager, PMO Page 1 of 9 Date issued: 24-Mar-14

2 Key Relationships Reporting Relationships Responsible to: Reports to: Responsible for: Director, Learning Resoures Chief Information Officer 10 Staff Functional Relationships The Manager, Project Management Office will develop and maintain excellent relationships with the following colleagues, customers and clients for the purposes stated below: Internal Relationships Who does the job holder work or interact with inside the University Chief Information Officer Learning Resources Managers and Team Leaders Senior Management Project Managers Other Project Management Office Staff Other Learning Resources Staff Administration Staff Facilities Staff Project Staff across Service Units and Colleges College and Service Unit Management and Staff Steering Groups Human Resources Staff Accountant The purpose and frequency of these interactions is to: Regular liaison to report on the performance of the team Regular liaison to ensure a seamless approach to business needs analysis Contact as appropriate when delivering new capability, ISSSG contact fortnightly Daily to discuss project matters Daily contact to coordinate and administer the project management office Daily as required to facilitate comprehensive service delivery and coordinate activities Daily contact relating to administration of multiple projects and budget maintenance Regular contact to coordinate work spaces, meeting rooms, equipment Regular contact to coordinate meetings and provide information such as reports, meeting minutes and actions Regular liaison to determine business needs and to discuss strategic delivery of projects and integration of systems Input into scheduled monthly meetings - writing papers and providing recommendations and advice Daily to weekly liaison as required relating to staff management Monthly for budget planning meetings External Relationships Who does the job holder work or interact with outside the University Suppliers External Consultants Staff in Equivalent Positions in other Universities Professional Bodies associated with Business Analysis Networks/ User Groups The purpose and frequency of these interactions is to: Contact as necessary relating to supply of services or equipment Regular contact to coordinate service provision Regular liaison as required for benchmarking purposes and to discuss projects Attend and contribute to meetings and forums as relevant Attend and contribute to meetings and forums as relevant Human Resources PD Manager, PMO Page 2 of 9 Date issued: 24-Mar-14

3 Salary Range This position is continuous full time (nominally 37.5 hours per week = 1.0 FTE). This position will be offered on an Individual Employment Agreement. The starting salary is negotiable and is dependent on relevant skills, qualifications and experience of the successful applicant. Delegations Human Resources Has full supervisory / managerial responsibility, includes allocation of work, accountability for their outputs, quality etc, and review of their performance and development. Financial Budgetary and Expenditure Limits Budget Expenditure Authorised to spend from Manager s operating expenditure budget. Responsible for managing delegated operating expenditure budget as required for project work. Purchase Orders Maximum authority to approve/issue purchase order to the value of $25,000. Purchase Card (P-Card) Monthly limit of $10,000 and per transaction limit of $2,000. Correspondence Authority to sign external correspondence. Key Result Areas 1. Leadership The Project Management Office Team works collaboratively internally and across other University services and academic departments. 1. Identify and implement opportunities for collaborative working with other Learning Resources groups. 2. Ensure integrated project teams within Learning Resources are appropriately resourced and supported through project lifecycles. 3. Work cooperatively and collaboratively with Team Leaders and Managers across Learning Resources. 4. Contribute to the development of the Learning Resources strategic and operational planning processes. 5. Contribute to the development of the Learning Resources budget. 6. Represent the Learning Resources portfolio on University committees and working groups locally, nationally and internationally. Human Resources PD Manager, PMO Page 3 of 9 Date issued: 24-Mar-14

4 2. Operational Management The team is guided to effectively meet the needs of internal and external clients and staff are encouraged and utilised to their greatest potential. 1. Monitor and manage budgets for the Project Management Office team and other related activities. 2. Recruit, appoint and induct suitably qualified staff according to University policies and procedures. 3. Manage the day-to-day operational functions for the team. 4. Brief staff regarding relevant UC policies and periodically check to ensure these policies are being complied with. 5. Monitor performance, conduct professional development and review (PD&R) processes and support individual development plans. 6. Encourage staff to develop and maintain their professional skills. 7. Provide ongoing feedback and coaching to the team. 8. Make recommendations to the Chief Information Officer regarding annual salary reviews. 9. Convene and chair regular team meetings to review workload allocation and team achievements. 3. Planning Learning Resource strategies and plans are aligned to the business needs of the University and to broader University operational and strategic plans including the campus masterplan. 1. Manage planning activities across the Learning Resources portfolio. 2. Interpret business planning needs with consideration for alignment with the campus masterplan, operational and strategic plans. 3. Ensure decision making across the Learning Resources portfolio is informed by the campus masterplan, operational and strategic plans. 4. Requirements Documentation Business needs are analysed and transformed into structured requirements documents for use by other members of the broader Learning Resources portfolio. 1. Manage the identification and documentation of business requirements. 2. Assess potential solutions for business suitability and feasibility with regards to the strategic direction and vision of the University. 3. Make recommendations to Chief Information Officer with regards to project viability and prioritisation. 4. Implement a standardised approach to weighing and prioritising competing business cases. 5. Implement a professional model for the development of business case documents. Human Resources PD Manager, PMO Page 4 of 9 Date issued: 24-Mar-14

5 5. Relationship Management Timely and effective communication processes are utilised, and professional relationships are developed and maintained. 1. Demonstrate a proactive approach to building effective communication and relationships with stakeholders. 2. Take active steps to understand the strategies and operations of clients units. 3. Develop and implement a project communication strategy. 4. Build rapport and foster co-operation and support for business analysis activities and operations. 5. Ensure accurate and timely dissemination of project communications. 6. Ensure end-user training is provided where necessary. 7. Provide regular variance reports to project sponsors and stakeholders. 8. Ensure vendor contracts / agreements associated with projects under management are developed and managed. 9. Advocate business process simplification and improvement with project owners. 6. Service Delivery and Quality Assurance The Project Management Office team provides a functional, effective and relevant service in alignment with client needs. 1. Lead and manage all aspects of service delivery to the University community, in line with client requirements and organisational priorities. 2. Implement continuous improvement processes to ensure the team meet or exceed service quality targets. 3. Identify the University s evolving requirements for the Project Management Office through effective consultation and analysis and undertake appropriate development planning. 4. Ensure that high quality client services are consistently delivered throughout projects. 5. Build strong and effective relationships with Learning Resources managers to ensure planning and business analysis services provided meet University requirements. 6. Coordinate post-implementation reviews and provide relevant reports to Learning Resources management. 7. Identify and implement improvements to planning and analysis processes and procedures. 8. Communicate project standards to team members and apply standards effectively. 9. Utilise project outcomes to bring about beneficial change or add value to client services. 7. Project Management Office Reviews The Project Management Office is reviewed and assessed to determine benefits of the projects. 1. Perform post-implementation project reviews to determine benefits realisation and achievement of project objectives. 2. Conduct project evaluation and performance appraisal. 3. Provide project staff with ongoing feedback and coaching. 4. Prepare, distribute and maintain reports, statistics and presentations related to the project portfolio. 5. Prepare an overview of budget outcomes and considerations associated with the project portfolio. 6. Maintain and review the issues log and log of lessons learnt. Human Resources PD Manager, PMO Page 5 of 9 Date issued: 24-Mar-14

6 8. Portfolio Management and Overview Portfolio operations are established and managed effectively to deliver quality outcomes. 1. Maintain oversight of teams of project employees operating on small, medium and large sized IT and Learning Resources projects, typically in a complex, multi-platform technical environment. 2. Control high level project design and planning activities associated with small, medium and large sized IT and Learning Resources projects. 3. Oversee project schedules to ensure that necessary modules and programs are completed according to the project plan. 4. Develop and implement standardised program/project management methodologies. 5. Manage project integration activities (including outsourced/ contracted work) and associated enterprise architecture integration. 6. Ensure specialised project management methodologies, tools and templates are applied and used effectively on all IT and Learning Resources projects. 7. Advise on and support the successful management of projects throughout the project life cycle. 8. Coordinate multiple streams or projects to represent a single view. 9. Define and implement Learning Resources project governance and compliance processes. 10. Proactively streamline and automate manual project management processes and procedures. 9. University Service The University is assisted with the attainment of its strategic objectives through the provision of commitment and contribution to the wider wellbeing of IT and the Learning Resources Portfolio. 1. Participate in projects in line with the Learning Resources Portfolio s strategic objectives. 2. Keep current and comply with UC systems, policies and procedures and relevant legislation, and constantly look for ways to improve processes and procedures. 3. Contribute to the University s image as a good place to work and study through the provision of high quality, professional services and showing courtesy and respect in interactions. 4. Demonstrate an honest respect for and appreciation of biculturalism and diversity by supporting fair treatment and equal opportunities for all. 5. Contribute to the sustainability efforts of the University through the responsible use of resources and equipment. 6. Demonstrate commitment to providing students with an educational environment that incorporates the UC Graduate Attributes employability and entrepreneurship, community engagement, internationalisation and contribution to a bi-cultural New Zealand in a multi-cultural society. 10. Health and Safety A safe and healthy working and learning environment is maintained at all times. 1. Comply with Occupational Health and Safety Legislation and Regulations. 2. Observe all University of Canterbury safe work policies, procedures and instructions. 3. Take responsibility for your own health and safety and ensure no action or inaction on your own part harms others in the workplace. Human Resources PD Manager, PMO Page 6 of 9 Date issued: 24-Mar-14

7 11. Projects or Other Duties To carry out other duties which may reasonably be required by the Chief Information Officer from time to time in the course of the University s business and which fit the role s purpose as stated, and for which the position holder is qualified or has received adequate training or instruction. 1. Provide support or backup for the broader Learning Resources team as required. 2. Participate actively as a member of relevant University committees or working groups as required. 3. Other duties as required. Professional Development and Review (PD&R) The University has a Professional Development and Review Process (PD&R) which is undertaken annually. During this process, the Manager and Staff Member will discuss and agree what contribution the Staff Member is expected to make during the review period towards achieving the University s objectives. Objectives (consistent with the Key Result Areas and Behaviours in this Position Description and the Department / Unit / College s Business Plan); performance measures (indicators of achievement) and the support (including development) required by the Staff Member to achieve these objectives will be agreed. Human Resources PD Manager, PMO Page 7 of 9 Date issued: 24-Mar-14

8 Learning Resources Information Technology Services Project Management Office Person Specification Manager, Project Management Office Continuing Education Bachelor s Degree in Business or related area, or equivilent Candidate(s) who are successful in their application for this role will be required to present the originals of their qualification(s) to Human Resources prior to commencing employment. In making an application for this position, candidates authorise the University of Canterbury to arrange for the awarding bodies to be contacted to validate the qualification(s). Employment offers will be conditional upon the University of Canterbury receiving proof that this requirement is met. Required Registrations/Certificates/Licences Formal Certification or Training in Business Analysis practices desirable, preferably with an International Institute of Business Analysis (IIBA) certified training vendor. Formal project management certification desirable Candidate(s) who are successful in their application for this role will be required to present the originals of their registrations/certificates/licences if they are a requirement for the role to Human Resources prior to commencing employment. In making an application for this position, candidates authorise the University of Canterbury to arrange for the awarding bodies to be contacted to validate the registrations and certificates. Employment offers will be conditional upon the University of Canterbury receiving proof that this requirement is met. Technical or Professional Knowledge, Skills, and Experience At least 8 years relevant experience, including a minimum of 4-5 years in project management, within a large organisation or Tertiary sector exposure preferred. Demonstrable experience of leading staff, including selection, recruitment, training supervision and performance management. Demonstrated ability to develop and implement innovations, action plans, strategies and procedures. Extensive experience in business analysis, process re-engineering and project management. Ability to apply analytical skill and conceptual thinking to operations and system planning across a range of technologies. Sound understanding of business requirements and technical limitations as determined by the organisation s enterprise architecture. Advanced understanding of information management, including systems, methodologies, techniques and technologies. Human Resources PD Manager, PMO Page 8 of 9 Date issued: 24-Mar-14

9 Ability to gain and explain both an overview and a detailed understanding of complex systems. Expert project management skills, coupled with a developed understanding of the project life cycle, project documentation, project standards and methodologies. Expert understanding of project quality methodologies and associated measurement/reporting standards. Ability to influence and build productive relationships with industry providers and stakeholders. Excellent planning, analysis and communication skills. Ability to understand the relationship of specialised roles within the context of the overall project. Ability to work according to strict deadlines and manage various demands. Accuracy, attention to detail, and highly organised with the ability to prioritise and use initiative. Highly developed coaching and facilitation skills. Strong business acumen and strategic thinking skills. Strong skills with Microsoft Office tools particularly Excel, Word, PowerPoint and Project. Sound understanding and application of change management competencies. Behaviours These are the abilities, attributes and personal characteristics that the staff member will need to consistently display in order to achieve their Key Result Areas (KRAs) [that is, to do the job effectively]. These behaviours describe how someone does the job, whilst KRAs describe what is to be done. General Behaviours Student / Customer Focus Developing and sustaining productive student / customer relationships and making their needs a primary focus of one s actions. Continuous Learning Actively identifying new areas for learning, seizing learning opportunities, and learning through the application of newly gained knowledge and skills. Gaining Commitment Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans. Leadership Behaviours Leading Through Vision and Values Keeping the organisation s vision and values at the forefront of associated decision making and action. Building Organisational Talent Attracting, developing, and retaining talented individuals, allowing the organisation as a whole to meet future challenges. Change Leadership Continuously seeking opportunities for different and innovative approaches to addressing organisational problems and opportunities. Strategic Decision Making Making logical and informed organisational decisions using a methodical, thorough process to choose between alternative courses of action. Building Strategic Partnerships Developing and using strategic partnerships to facilitate the accomplishment of mutual goals and objectives. Human Resources PD Manager, PMO Page 9 of 9 Date issued: 24-Mar-14

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