POSITION DESCRIPTION
TITLE: Manager Project Management Office
DEPARTMENT: Strategy, Planning & Programs (SPP)
ORGANISATION: GDF SUEZ Hazelwood
DATE: January 2014
JOB HOLDER: Chris Allford
MANAGER: Strategy, Planning & Programs Director, SPP
INTRODUCTION
This Position Description describes all the important features of the job that will, in particular, enable the specific objectives of the organisation to be achieved. The attributes of a person able to perform this job are described in the Position Requirements and Key Selection Criteria.
1. Job Purpose
Design and implement tools and frameworks to manage and track projects across GDF SUEZ Hazelwood and manage the project management office, to support the business to deliver all projects effectively, on time, quality and within budget.
2. Reporting Structure
The Manager Project Management Office (PMO) reports directly to the Strategy Planning & Programs Director (SPP).
Strategy, Planning & Programs Director
Manager Project
Management Office Technical AnalystCommercial and Strategy Analyst
Greenhouse Programs Engineer
Project Compliance and Greenhouse Reporting
Officer Lean Project Manager
Manager Quality Analysis and Process Management
Manager Risk and Compliance
Records and Database Officer
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3. Dimensions and Authority
Refer to Delegation of Authority Policy (Paradigm) • CAPEX Budget Nil
• OPEX Budget Project specific with direct control of project personnel and expenditure for projects directly managed.
• People Management 3
4. Relationships
The Manager PMO will be required to communicate with and influence people across all areas of GDF SUEZ Hazelwood.
The Manager PMO must possess high level communication skills and maintain effective and ongoing relationships with a variety of internal and external stakeholders including, but not limited to the following: Internal
Executives, peers and project personnel. External
Quality accreditation provider(s), vendors and project personnel.
5. Core Business Values
GDF SUEZ works to a set of core business values. These values are applied on a global scale and it expected that all GDF SUEZ employees demonstrate behaviour consistent with the core business values.
Drive We continually drive for the highest operational and financial performance through
innovation, efficiency, and financial discipline on behalf of all our stakeholders.
Commitment We commit to the highest standards of safety in everything we do, we reconcile the Group’s development of essential services with respect for the individual and for the planet and continually act with transparency and integrity.
Daring We dare to live in the present with optimism and to build for the future with ambition, creativity and an entrepreneurial mindset.
Cohesion We mobilise all our strengths in a spirit of teamwork and values-driven behaviour to share best practice, learn from each other and create a sustainable energy business.
6. Leadership Style
The Leadership Style guide was developed with the goal of achieving consistent leadership. Individuals must be willing to acquire and actively demonstrate their commitment to these leadership styles. Integral to the Leadership Style guide is the need to:
• Behave with Integrity • Provide Clear Direction
• Create an Environment for Success • Promote Creativity and Innovation
7. Accountabilities Enterprise
Business Process Business Process Outcome Process Cluster Level Description Program and Project
Management
Company-wide standards and the focus on program and project management
Covers (but not limited to) capital rationing, standards setting, planning and executing programs Project Management Project Governance Development of Policies, Procedures, Protocols and Standards P P C
Oversee projects and programs across the business, in accordance with established Project Management Office frameworks, to ensure that projects are monitored, reported, reviewed and delivered in accordance with agreed framework.
Manage project governance, in accordance with established Project Management Office frameworks, to ensure appropriate decision making and that signoff with regard to projects is occurring.
Contribute to the development of internal policies and procedures in line with regulatory standards, within established Project
Management Office frameworks, to ensure appropriate decision making and signoff in relation to projects.
Human Resources An engaged and enabled workforce, and positive industrial relations climate
Covers (but not limited to) payroll, training and development, recruitment, industrial relations, workforce planning, succession planning, communications (internal), performance management, return to work and worker’s compensation, and GDF Suez reporting requirement Succession, Talent and Workforce Management Performance and Reward Management C C
Contribute to the succession, development, talent and workforce management system, in line with relevant enterprise wide policies, programs and projects, in support of the Human Resources Division, to ensure that appropriate people resources are in place to deliver business objectives.
Assist in the organisational wide strategic performance and reward management system, supporting the Human Resources Division, in accordance with established HR policies, procedures and guidelines, to ensure that the
achievements of individual employees and performance outcomes are appropriately rewarded and recognised.
Risk Compliance Maintain company-wide standards and focus on analysis, intelligence gathering and management of risk and compliance, covering all operational and corporate functions and processes.
Covers (but not limited to) legal, regulatory, financial debt, audit, health and safety, company policy, risk assessment/mitigation, business continuity, DRP, records, quality management, and permit management.
Development of policies, procedures, protocol and standards Monitoring and Reporting Compliance C C C
Contribute to the development and compliance of risk policies, procedures, protocols and standards, applying the relevant risk policy frameworks, aimed at minimising operational, business and environmental risks for the enterprise, and ensuring that there are effective and standard processes in place to manage risk.
Assist with the monitoring and reporting of risk policies, procedures, protocols and standards, working within the risk management
framework, to ensure the close tracking of audit, risk and compliance information and the production of relevant management
information.
Contribute to the compliance of risk policies, procedures, protocols and standards, applying the relevant risk policy frameworks, ensuring that the relevant risk/compliance standards are communicated and met.
Strategy Focus on the longer term direction of overall business, setting of objectives and companywide strategies to attain these.
Covers (but not limited to) strategic and business planning, setting performance objectives,
strategic score card-monitoring and reviewing, business development, scenario planning, revenue optimisation and modelling
Strategy Development
and Business Planning C Contribute to the development of business and strategic plans in line with business objectives and companywide strategies to set the longer term direction of the overall business.
Finance/Performance
Management Long, mid and short term funding, budgeting and reporting Covers (but not limited to) treasury management, budgeting, cost/performance reporting, whole of life plans, debt management, compliance, tax, accounts payable, and regional reporting (GDF SUEZ)
Budget Development Budget Management
C C
Contribute to the budget development and budget management process including
analysis, setting and reporting of budgets and financial goals, in order to drive a financially sustainable organisation.
Stakeholder
Management The business is appropriately positioned internally and externally, through the professional management of primary stakeholder
relationships.
Covers (but not limited to) strategic relationship management (banks, regulators, partners, unions, GDF Suez engagement, LIGs, risk
management, politics, and information provision)
Internal Relationship
Management R Assist as required, with the management of business-wide internal and external communications, within established
organisational stakeholder management framework, to ensure the accurate, influential, timely and relevant information flow to
employees within the business. Asset Management Optimal value on asset base (including effective
maintenance)
Covers long term asset planning, monitoring, optimising life of asset, and maintenance
(strategy and planning, and outage identification)
Development of Asset Management Plans and Strategy Monitoring and Reporting R R
Provide support as required with the
development of the Asset Management plans and strategy, within the GDF SUEZ Hazelwood strategic plans and existing frameworks, to enable longer term business direction, and achieve optimal value on asset base. Provide support as required with the monitoring and reporting of the GDF SUEZ Hazelwood Asset Management Plan, in line with the strategic business plan and internal project management frameworks, to identify within the plan any realisations and deviations and produce relevant management
information. Accountabilities Legend
P-Prime “The buck stops here”
J- Joint “Prime accountability shared between two roles” C-Contributory “Essential contribution, can’t be done without this role” R-Remote “Plays a role but of a lesser importance”
8. Position Requirements/Key Selection Criteria
• Higher Education in Finance, Business/Commerce, Engineering or another relevant field. • A formal qualification in project management.
• Demonstrated successful program or project management experience across multiple organisational units or projects including development of a project management framework.
• At least 5 years of experience in a program management leadership role. • Demonstrated knowledge of power industry technology.
9. Matrix Accountability Relationships Enterprise Business
Process Process Cluster
Lev
el Key Matrix Relationships
Program/Project
Management Project Management P P* Manager Major Outages and Projects, Manager Human Resources, Manager OHSE, Manager Internal Communications, Manager Organisation and Workforce Development, Manager Maintenance
C Commercial and Technical Analyst, Strategy Analyst, Lean Project Manager, Project Compliance and Greenhouse Reporting Officer
Program/Project
Management Project Governance P C Manager Maintenance, Manager Production, Manager Major Outages and Projects, Mechanical Superintendent, Manager Technical Services (M) Program/Project
Management Development of Policies, Procedures, Protocols and Standards
C P Strategy Planning and Programs Director
Human Resources Succession, Talent and
Workforce Management C J Manager Human Resources, Manager Organisational Workforce Development P* Strategy Planning and Programs Director
Human Resources Performance and Reward
P* Strategy Planning and Programs Director Risk/Compliance Development of Policies,
Procedures, Protocol and Standards
C P Manager Risk and Compliance
P* Manager Quality Assurance and Process Management
Risk/Compliance Monitoring and Reporting C P Manager Risk and Compliance
P* Manager Quality Assurance and Process Management
Risk/Compliance Compliance C P Manager Risk and Compliance
P* Manager Quality Assurance and Process Management
Strategy Strategy Development and
Business Planning C P Strategy Planning and Programs Director
P* Commercial and Technical Analyst, Strategy Analyst Finance/Performance
Management Budget Development C J Internal Reporting Manager, External Reporting Manager P* Strategy Planning and Programs Director, Strategy Analyst Finance/Performance
Management Budget Management C P Chief Financial Officer
P* Strategy Planning and Programs Director Stakeholder
Management Internal Management Relationship R P PCE Director
P* Strategy Planning and Programs Director Asset Management Development of Asset
Management Plans and Strategy
R P Asset Management Director
P* Commercial and Technical Analyst Asset Management Monitoring and Reporting R P Senior Planner (AM)
