Job Description - Project Management Office Lead …

1 Job Description Job title Project Management Office Lead Group Strategy Section Strategy Responsible to Council Strategy Manager Responsibility for employees - None Date March 2015 Job purpose The Bay of Plenty Regional Council has adopted a Project Management approach to its planning, prioritisation and delivery of projects / programmes. The Project Management Office Lead is the functional leader of Project delivery and governance across the organisation. The role will provide advice and guidance, monitoring and assurance, advocacy and education with respect to programmes, projects, and their delivery, to Councillors, executives, Project managers and staff at all levels.

2 Additionally this will include a reporting framework focussed on value added advice and early identification of risk and issues for all major programmes and projects across the organisation. This role will also be responsible for the Management of the Regional Infrastructure Fund contracts and Direct Funding contract and other key projects within the organisation as required. Functional relationships (relating to others) External Purpose and frequency of contact Other local authorities. Government organisations.. Contractors, consultants and suppliers. Technical or legal professionals, RIF contract partners Obtain information about projects or work programmes.

3 Monthly Ensure technical/ Project Management information is up to date and in line with best practise. Monthly Liaison with other delivery contracts and agencies about projects. Weekly Project Management issues. Weekly Manager, PMO A2038634 Key result areas The job encompasses the following major functions or key result areas: Organisation wide Project Management capability Project and contract Management People Management Relationship Management Corporate contribution The requirements in the above key result areas are broadly identified below: Key accountabilities Key accountabilities (jobholder is responsible for) Key accountability measures (jobholder is successful when) 1 Organisation wide Project Management capability Lead the implementation and Management of portfolio, programme and Project governance frameworks and development of appropriate reporting tools which deliver value.

4 Leadership of a Council wide approach to Project Management including resource planning and Management , preparing resource plans and the monitoring and reporting of Project outcomes. Establish organisation wide Project reporting with a focus on value added advice and early identification and resolution of risk and issues. Develop Project portfolio prioritisation methodologies. Coach and mentor Project sponsors and managers. Review programmes and projects for deliverability including adequate resourcing, Increasing Project Management maturity and capability within the Council through the application of Project Management experience and knowledge.

5 Actively sought by executives, Project sponsors, and Project managers for advice and guidance. All governance reporting is accurate and timely, with appropriate reporting on Project timeframes, budget, scope and benefits. Governance and reporting frameworks add value by identifying underlying risks and issues with appropriate recommended improvements. Projects have the appropriate resources to deliver the required benefits and outcomes on time, in scope and to the satisfaction of key stakeholders. Internal Purpose and frequency of contact Executive Leadership Team (ELT). Project Governance bodies. Project Sponsors and Business Owners.

6 Project and Programme Managers Staff at all levels within the organisation. Coaching, influencing and mentoring executives, Project sponsors and managers to enhance Project leadership across all areas of Council. Daily Independent review, advice, and guidance Daily Daily Mentoring, support for resolving issues Weekly Governance reporting Monthly Manager, PMO A2038634 Key accountabilities (jobholder is responsible for) Key accountability measures (jobholder is successful when) Management and governance procedures, and accuracy of financial estimates.

7 Support the procurement of programme and Project Management services. 2 Project and Contract Management Manage major assigned programmes and contracts. Initial projects include the Regional Infrastructure Fund (4 projects totalling $38 million) and direct funded projects. Complete board and council level reporting for assigned projects. Effectively resolve of risks and issues. Provide accurate budget forecasting. Deliver projects on time, within budget, scope, quality expectations and to key stakeholder satisfaction. Project Management delivery is consistent with of best practise. All reporting is accurate and timely, with all risks and issues identified and appropriate resolution strategies developed and implemented.

8 3 People Management Provide supportive leadership, motivating and directing staff as they work. Effectively communicating current activities and policies. Managing external contractors, consultants, projects, Project teams, and managing the quality and timeliness of outputs. Provide mentoring support for other Programme managers and Project managers Appropriately skilled staff are on the job. Staff are professional in approach and can contribute individually and collectively to the organisation s success. Conduct actively contributes to the building of a motivated and successful staff team. The performance review process is carried out on time with all staff.

9 Staff have a learning and development programme. 4 Relationship Management Establish and maintain close working relationships with internal and external contacts including Project and Activity managers, staff, local authorities, suppliers, consultants, and contractors. Influence internal stakeholders to achieve the desired outcomes, including process improvement, of the PMO and Council. Ensure that the relationship between the Council and its key external stakeholders is positive and constructive. Represent Council at appropriate conferences, seminars and other events. Effective, professional relationships and partnerships are developed and maintained with internal and external contacts.

10 Key external stakeholders consider that their relationship with the council is positive and constructive Professional image is conveyed in public forums. 5 Corporate contribution Promote the implementation of the Corporate Culture Statement, Leadership Model and Health and Safety Systems. Recognise individual responsibility for Workplace Health and Safety under the Health and Safety in Employment Act 1992. Meet the statutory responsibilities detailed in the Information Management Policy and Procedures standard. Corporate responsibilities are undertaken and completed accurately, meeting specified standards and within agreed timeframes.