Purpose and
Scope of Assignment
The Project Manager (PM) is responsible
for ensuring the project produces the required outputs and deliverables within
the specified tolerance of time, cost, quality, scope, risk and benefits; and
in doing so, achieves the benefits defined in the Business Case(s). In short, the PM is responsible for all
aspects of the project life cycle. The PM
will receive, take ownership of, and update the project initiation documentation
(PID); have a thorough understanding of the terms, conditions outlined in the
legal agreement; and ensure common understanding of the roles and
responsibilities of the partners/stakeholders to ensure the project outputs are
capable of meeting the business case and produce the intended benefits. Success of the project and hence Project
Manager will be based on the Success Criteria of UNOPS engagements which are
linked to the responsibilities outlined below.
The project will be implemented through a
resources sharing arrangement with the ongoing EU funded Feeder Roads
project. As such, the PM will be required
to collaborate extensively with the PM for that project as well as rely on a
number of external suppliers for its successful delivery, managing
tight timeline with some
flexibility. With these aspects in mind,
s/he will carry out the assignment under the overall direction of the Head of
Programme with in-situ guidance from the Country Manager, have the ability to
apply the below duties and responsibilities of the project success criteria:
Stakeholder
Management:
- Establish solid working
relationship with the project board (Executive, Senior Users and Senior
Suppliers), client and key stakeholders
- Manage communications and
ensure stakeholders are aware of project activities, progress, exceptions and
are in a position to accept handover products
- Advise the client on issues
that may impact the achievement of their outcomes (including issues of
sustainability and post project requirements such as maintenance)
- Manage the information flows
between the Project Board/Country Manager and the Hub and the project(s)
Delivery and
Performance:
- Develop and maintain project
plans
- Implement approved project
plans (including the establishment of milestones) within tolerances set by the
project board
- Embed sustainability dimensions
including social and gender inclusion, environmental and economic aspects into
project life cycle.
- Manage the production of the
required products, taking responsibility for overall progress and use of
resources and initiating corrective action where necessary
- Liaise with any external
suppliers or account managers
- Authorize Work Packages
- Advise the Project Board and OC
Manager of any deviations from the plan
- Employ relevant project
controls including change management throughout project life cycle
- Identify and manage risks so
that maximum benefit to client and stakeholders is achieved
- Manage and review product
quality and ensure products are accepted
- Monitor and evaluate
performance of service providers
- Identify and report potential
business opportunities for UNOPS to supervisor
- Identify and report threats to
UNOPS internal business case to supervisor
Procedures:
- Follow the Project Management
Cycle Instructions and ensure that all organizational policy is complied with
(Organizational Directives and Administrative Instructions)
- Prepare/adapt the following
plans for approval by the Project Board:
I. Project Initiation Documentation; II. Stage/Exception Plans and
relevant Product Descriptions
- Prepare the following reports:
i.
Highlight Reports
ii.
End Stage Reports
iii.
Operational Closure Plan
iv.
End Project Report
v.
Handover Report
i. Project
Document Archive;
ii. Procurement, HR and Finance files as required by those
practices as per OD12/PMQS.
- Ensure that all expenditure
comply with UNOPS Financial Rules and Regulations (FRR).
- Manage budgets, cash flow and
obligations to ensure that deliverables are met and payments to contractors and
personnel are received on time.
- Understand and manage UNOPS
overheads, allocable charges, and related corporate charges as they apply to
the project
- Understand the unique
structures of the UN and budget appropriately for personnel
- Manage and remain accountable
for expenditures against the budget (based on accurate financial reports)
- Where the Project Manager has
no delegation as a committing officer, s/he retains these responsibilities and
will monitor and instruct/request others to carry out the relevant commitments
and disbursements.
Knowledge
Management:
- Participate in the relevant
Communities of Practice
- Actively interact with other
PMs and the PM community to share case studies, lessons learned and best
practice on the Knowledge System.
- Provide feedback to Practice
Leads on policy, supporting guidance with an aim towards continuous improvement
of UNOPS policies
- Complete lessons learned as per
reporting format
- Incorporate lessons learned
from others as per planning format
Personnel
Management:
- Lead and motivate the project
team
- Ensure that behavioural
expectations of team members are established
- Contribute to performance
reviews
- Identify outstanding staff and
bring them to the attention of the Country Manager and Resources Pool Managers
- Have a thorough understanding
of UNOPS personnel contract modalities (including ICA and Staff)
- Plan, contribute to the
selection and facilitate training of the team as required
- Perform the Team Manager role,
unless appointed to another person(s)
- Perform Project Support role,
unless appointed to another person or corporate/programme function
- Support the Country Manager in
ensuring the safety and security for all personnel and comply with UNDSS
standards.
Core Values and
Principles:
- Understand and respect UNOPS
sustainability principles
I. Look for ways to embed
UNOPS sustainability principles in day to day project management
II. Seek opportunities to
champion gender equality at work place
III. Champion and communicate
project’s sustainability aspects with key stakeholders
- Understand and Respect National
Ownership and Capacity
i. Understand the principles
of the Paris Declaration on aid effectiveness and mainstream them into the
project plans
ii. Seek opportunities to
recruit qualified local staff
iii. Look for ways to build
capacity of local counterparts
- Partnerships and Coordination: Understand
the UN Development Assistance Framework (UNDAF) and UNOPS, the project’s place
in the UN system
i. Strive to build strong
partnerships and effective coordination among relevant project actors (e.g.
United Nations, governments, and non-governmental organizations or other
relevant partners)
- Accountability for results: and
the use of resources
i. The project management
processes are designed to deliver maximum accountability, transparency and
results. If a project or processes is not in line with this, it is the
responsibility of the PM to raise the issue with a supervisor
i. Contribute to innovation
and the adaptation of best practice standards of sustainability and quality.
Additional
Requirements:
The focus of the project will be
to design and rehabilitate approximately 39kms of rural roads. Notwithstanding the Project Management
responsibilities outlined above, the technical expectations of the assignment
aligned with the project cycle for an infrastructure project will include, but
are not limited to the following steps:
-
Work with the local Design Consultant
Firm to complete the designs and drawings for the roads. This will particularly involve the resolution
of any land access issues.
- Design quality control and assurance:
-
Ensure the designs and drawings
are reviewed internally for compliance and that a Design review Certificate is
achieved.
-
Prepare UNOPS Invitation to
Tender Documents and launch the tender process
-
Evaluate tenders and follow
UNOPS procedures for tender award.
- Construction implementation:
-
Work with the Supervision Consultant
Firm to ensure supervision is carried out to UNOPS standards
-
Manage the health, safety,
social and environmental aspects of the construction works to internationally
acceptable (i.e. OHSAS 18 001)
-
Ensure timely taking over of completed
road
-
Ensure diligent monitoring and
management of the Defects Notice Period (DNP)
-
Ensure project final handing
over to beneficiaries
3. Monitoring
and Progress Controls
-
Stakeholders satisfaction
-
Effective project governance
-
Timeliness of delivery according
to the agreed plan, scope and quality expectations
-
Deliver in full compliance with
internationally acceptable standards for health, safety, social and
environmental considerations
-
Financial stewardship and
delivery within budget
-
Accuracy of reporting
-
Effective and thorough
knowledge management
-
Team satisfaction
-
Accuracy of project planning
(delivery according to plans)
-
Process excellence as
demonstrated by an unqualified audit