Project Manager at Bizmod Consulting

About the Job
Bizmod Consulting is looking for experienced intermediate Project Manager candidates. The successful resources will assist on MTN’s Sales and Distribution Portfolio, on the BRC Transformation Programme (which is a store transformation programme). The Project Manager will be responsible for managing the transfer of the remaining 53 stores. A minimum of 3+ years’ relevant experience is imperative. 

CLIENT: MTN

INITIAL CONTRACT: Start ASAP, for an initial period of 9 months – extension to be reviewed towards the end of the initial contract.

REQUIREMENTS:

• Minimum 3+ years' experience as a formal Project Manager.
• Experience in a Sales and Distribution, Retail / transformation projects is required.
• Strong communication with a good understanding of managing and rolling out projects.
• A good presenter with facilitation and negotiation skills.
   

EDUCATION & TRAINING:

• Core degree in an appropriate discipline from a recognised institution.
• Member of an appropriate professional institution.
• PMP or PRINCE2 Practitioner Certification is highly desirable. 
   

DESCRIPTION:

• The Business Project Manager works in a business area and is responsible for the successful delivery of an entire project, end to end, that could have work-streams in many business areas. 
• The Project Manager is accountable to the Project Sponsor for the successful delivery of the Project Objectives.
• The Project Manager leads the Project Team which will often include Managers for specific Work streams (often, one of the Work stream Managers in the Project Team will be the IS Project Manager).
• The Project Manager will manage the Work stream Managers for those work streams within the Project.
• The Projects will be part of a wider Programme. In these cases, whilst the Project Manager formally reports to the Programme Manager for the duration of the Project, s/he will have a ‘dotted line’ reporting relationship to the Project Sponsor and the Senior Manager Business Project Programme Capability.
• External Project Managers (i.e. those that are not MTN permanent staff) will have an explicit objective for skills transfer, and measurable targets for the support of MTN’s own development of a business project management capability.
   

The Project Manager will have demonstrable experience in the majority of the following areas:

• Engagement at general manager level in large enterprises or the public sector.
• Capturing and understanding stakeholder needs, desires, and expectations and analysing the impact of the programme on stakeholders, gaining and maintaining stakeholder support, managing stakeholder communications and mitigating stakeholder resistance.
• Establishing processes and procedures for maintaining project management oversight and decision-making support throughout the course of the project.
• Establishing project control processes and practices and implementing appropriate tools for efficient project management.
• Managing a team of Work steam Managers
• Working closely with Programme Managers, work stream Managers and stakeholders in identifying and managing dependencies.
• Regularly tracking and reporting on health of Project to all stakeholders.
• Setup and coordination of Project Team and work stream Manager meetings.
• Identifying, managing and reporting Project level risks and issues.
• Identifying, procuring and managing suppliers and contractors.
• Appointment and management of the Project Team to create a high-performing project delivery environment.
• Ensuring adherence to the defined project delivery processes for the organisation.
• Planning, organizing and facilitating general manager level workshops for scoping and planning, and to solve complex problems (using problem-solving techniques like brainstorming, mind-mapping etc.).
• Deployment of best project management practices and suggesting improvements in the organisation’s defined project management approach.
• Establishing and maintaining processes to assure the quality of the project deliverables.
• IT-enabled business transformation
   

RESPONSIBILITIES:

The Project Manager will:

• Be responsible for the Project Team (and ensure that it is always fully resourced)
• Define or confirm, and gain agreement to the Scope of the Project
• Prepare and maintain the Project Plan
• Prepare and maintain the Stakeholder Engagement Plan (if the Project is part of a Programme, this might be developed and managed at programme level)
• Assist the Project Sponsor to develop or confirm, and maintain the Project Business Case
• Approve work stream Plans and manage dependencies between work streams
• Manage the Project (using the Project Controls) and ensure governance operates as per the Project Organisation
• Direct the work stream Managers
• Report Project Progress to the Project Sponsor (with recommendations for Risk Management and Issue Resolution) and to the Programme Manager where relevant
• Manage Risks for which s/he is identified as the Risk Owner
• Resolve Issues for which s/he is identified as the Issue Owner
• Approve (or Reject) Change Requests that are within his/her Delegation of Authority
• Provide recommendations to the Project Sponsor (and Programme Manager where relevant) as to readiness for Project launches, and work with the Business Owner to develop and implement transition plans for the adoption of project deliverables by the business
• Support the Programme Manager (where relevant) in his/her management of the Programme
• Ensure that Project Reviews are carried out after each Project launch and that lessons learned are fed back into the Programme (where relevant) and disseminated to those in MTN who need to know.
   

KEY DELIVERABLES:

• Project Organisation – A brief description of how the Project is organised. Includes Work Breakdown Structure (WBS – work streams), Project Team and resources, Reporting Cadence, Delegations, Governance Structure & Project Controls. Also used to induct other members of the Project Team.
• Project Business Case – This provides justification for the investment and demonstrates that the Project is sensible, after accounting for risk. Only needed for a standalone project, otherwise the Business Case will be developed and managed at programme level.
• Project Plan – A milestone plan showing how the Project will be delivered and the assumptions that have been made in its planning. It creates the framework for stakeholder engagement, and for detailed work stream planning. It will contain reference to external dependencies, particularly if the project is part of a programme. It is updated regularly.
• Delivery Strategy – A brief analysis of the options to deliver the Project with justification for that selected
• Stakeholder Engagement Plan – A list of all the Key Stakeholders and the results of their initial engagement. Will sometimes be developed and managed at programme level, if the project is part of a programme.
• Communication and Training Plan – A description of how internal and external communications will work on the Project, what general communications need to happen, roughly when and by whom. This is a critical component of the project and will run throughout the project life-cycle. There will need to be a detailed training and feedback plan which will be delivered as part of the project delivery. Will sometimes be developed and managed at programme level, if the project is part of a programme.
• Product Descriptions – For each Project Deliverable, a detailed description of that deliverable that is used to gain initial stakeholder support for its production, and subsequently used to test acceptance by the business of that deliverable.
• Project Risk Register – A list of the risks that could affect delivery of the Project Objectives, their severity, ownership and management plans. Updated frequently.
• Project Issue Log – A list of the issues that could affect delivery of the Project Objectives, their severity, ownership and resolution plans. Updated frequently.
• Transition Plan – Developed with the Business Owner concerned, shows the activities and timings necessary for the successful adoption in the business of the project deliverables. Contains activities for acceptance and sign-off of the project deliverables. The transition plan will have a detailed consultation plan which will form part of the transition plan.
• Closure Plan – Plan showing how and when the Project will be formally closed, after acceptance by the business of the last deliverable. Includes a Lessons Learned workshop and (ideally) a team celebration. There will be evaluation and measurement involved which will form part of establishing the benefits realization of the project.