Dimensions and Limits of Authority
Junior Project Manager
We currently have an exciting opportunity for an ambitious Junior Project Manager to support our team as we expand our growing team. The job description is described below. Click on the apply button at the bottom to send an email, along with a covering letter and CV.
Role Purpose
To support the planning, coordination and delivery of projects managed through the
PMO. The role provides assistance to Project Managers in managing vendors,
maintaining documentation, tracking progress, and supporting stakeholder
communication.
Breadth of Responsibilities
The Junior Project Manager supports Project Managers in the definition, planning,
tracking and delivery of assigned projects. Projects may involve stakeholders from
different areas of the business and external partners, and the post holder will assist in
ensuring that appropriate documentation, reporting and controls are in place to support
successful project outcomes.
The role holder will contribute to coordinating project activities and resources, escalating
risks, issues and exceptions as required, and supporting the identification of options and
recommendations for resolution.
The post holder will work collaboratively with the PMO team and wider stakeholders to
build effective working relationships and develop their professional project management
capability throughout the project life cycle.
Dimensions and Limits of Authority
The role operates under the supervision of a Project Manager or PMO Lead. Levels of
authority will be defined for individual projects, with decisions, risks, issues and changes
escalated in line with agreed governance arrangements.
Go Global Comms Values
The role holder will be expected to operate in line with our company values of:
• Engineering excellence
• Customer focused
• Innovative
• Collaborative
Key Responsibilities / Accountabilities
Key Performance Measures
DEFINITION
Clearly and thoroughly identify the scope of the project(s) by:
Working collaboratively with internal and external stakeholders, at all levels within the organisation, to define and achieve mutual understanding of the scope.
Listen for, uncover, and resolve misunderstanding or disagreements about the scope.
Ensure all PMO resources understand the scope as well as how it will affect other projects with the PMO control.
Delivery and maintenance of project scoping documents to support the project outcome.
Timely briefings to internal and external stakeholders.
Working with others to establish dependencies and ensure
these are actively managed throughout the project lifecycle.
PLANNING
Work with the team to identify and schedule all the work required to fulfil the scope.
Understand what constitutes an end-to-end, through cross-functional schedule for the project and involve the stakeholders as appropriate
to create a valid plan; be able to discuss risk areas and convey impacts to scope or costs if a shorter schedule is demanded.
Plan projects in sufficient detail to ensure integration of all activities, identification of cross-project dependencies and unpretending of critical paths and key milestones.
Obtain project approval of plan through effective communication skills, ensuring thorough understanding of the plan, its implications on revenues, delivery dates, resources, anticipated benefits and deliverables to the customer.
Ensure a comprehensive budget is prepared, reflecting the plan and all resources needed.
Ensure non-people resources are identified (e.g. equipment, plant, logistics, legal fees etc) so that the project budget will be accurate and remain affordable.
Delivery and maintenance of a high level plan showing key
activates, dependencies, and stage/phase gates mapped to a scheduled timeline.
Deliver and maintenance of an approved project plane
showing critical path, key milestones, phase revies and
dependencies for the full project lifecycle. The plan must
show all key tasks, decision-gates, resource assignment and dependencies along with durations and schedule.
Preparation of a phased project budget, demonstrating
spend in line with GGC financial accounting periods and
approved spending plans.
Identification of any constraints and threats that may impact the ability of the project to deliver to time, cost and quality parameters.
RESOURCING
Identify resourcing needs in line with the project plan.
Ensure all necessary resources are identified and that justification for such resources is clear in the event of constraints arising as a result of other work responsibilities.
Communicate to ensure that all resources understand their roles and accept their responsibilities and escalate where that commitment is not present.
Direct and motivate the project team(s) to achieve the desired results, often using matrix management, and ensure effective communication is maintained throughout the project.
Ensure effective management of suppliers to the project(s)
Identification and, where appropriate engagement of a
project team with the skills and experience required to
deliver the project outcomes.
Delivery of outcomes that meet the requirements defined.
Delivery of outcomes in line with controlled plans.
Feedback from the project resources.
EXECUTION and CONTROL
Day-to-day management of the project:
Manage the project(s) time, cost and quality activities, in line with the PMO framework.
Produce repots in line with the governance requirements of the project.
Ensure application of thorough risk and issue management across the projects, instigate mitigation actions, identify contingency plans and mange items through to conclusion.
Ensure effective communication to project teams, internal and external stakeholders, partners, suppliers and customers.
Manage proposed changes to project parameters – e.g. scope budget and schedules.
Monitor the quality of project deliverables and ensure project objectives are met.
Conduct project meetings and attend wider PMO meetings when required.
Establish effective working relationships with all key stakeholders.
Regularly update project control documents, stored in the
appropriate MS356 Sharepoint directory.
Delivery of reports in line with the reporting requirements of the project.
Feedback from the project team * stakeholders, over-served behaviours, discussion and project reviews.
Deliver to a controlled plan, to required deadlines and in line with project requirements.
TRANSITION TO BUSINESS AS USUAL
Where appropriate, deliver serviceable outcomes and outputs to the business through:
Successful engagement of the business functions to establish any services that need to be delivered to support the project outcomes.
Ensure a smooth hand-over to the departmental team that will own the project outputs, highlighting benefits or any other supporting functions identified.
Ensure that project management best practices are implemented throughout the PMO office including the creation and upkeep of essential documentation.
Creation of PMO Sharepoint directory including drafted
structures, processes and procedures to be used by all
departments.
Fit for purpose project outcomes, including relevant
documentation transferred to the departmental team.
Acceptance of project outputs and outcomes y the
departmental team.
