Senior Project Manager

Minimum: 3-year National Diploma / Degree in project management or relevant discipline - at least NQF level 6. Certifications: Project Management Professional (PMP) and/or Prince 2 Practitioner/Foundation Certification and/or Agile PM Practitioner/Foundation would be an added advantage. Experience: A minimum of 7-8 years working experience, including: 4 years Project management experience managing complex projects. 4 years in public / private sector IT environment. 2 years of managerial experience. Knowledge of: Public sector / Government organization; Information Technology management; ICT Services; System Engineering methods and Governance; Project Management Office (PMO) Management; Project management methodologies (PMBOK, Agile PM and Prince 2); PPM Governance. Computer Literacy: SITA Business Planning system (BPS), Oracle ERP; Project Schedule Management (PSM); Oracle Time & Labour(OTL); MS Office; MS Projects. Financial Accounting The process of recording, summarizing, and reporting the myriad of transactions resulting from business operations over a period of time. Management Accounting The process of recording, summarizing, and reporting the myriad of transactions resulting from business operations over a period of time. Business Writing Conveys written information and business reports in a detailed and effective manner to individuals or groups to ensure that they understand the message. General Administration Providing support for all SITA employees in administrative duties which include the tasks and activities that are part of the daily operations of the business. Human Capital Management The set of practices related to people resource management. These practices are focused on the organizational need to provide specific competencies and are implemented in three categories: workforce acquisition, workforce management and workforce optimization. Supply Chain Management The supply chain conceptually covers the entire physical process from ordering and obtaining the raw materials through all process steps until the finished product reaches the end consumer. IT Project Management The management of IT projects/programmes, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales, and quality. The adoption and adaptation of project management methodologies based on the context of the project and selecting appropriately from predictive (plan-driven) approaches or adaptive (iterative/agile) approaches. Project/Programme Management The management of projects/programmes, typically (but not exclusively) involving the development and implementation of business processes to meet identified business needs, acquiring and utilising the necessary resources and skills, within agreed parameters of cost, timescales, and quality. The adoption and adaptation of project management methodologies based on the context of the project and selecting appropriately from predictive (plan-driven) approaches or adaptive (iterative/agile) approaches. IT Risk Management The planning and implementation of organisation-wide processes and procedures for the management of risk to the success or integrity of the business, especially those arising from the use of information technology, reduction or non-availability of energy supply or inappropriate disposal of materials, hardware or data. Software Quality Management Quality management establishes within an organisation a culture of quality and a system of processes and working practices to deliver the organisation's quality objectives. This involves the application of techniques for the monitoring and improvement of the quality of any aspect of a function, processes, products, services or data. The achievement of, and maintenance of compliance to, national and international standards, as appropriate, and to internal policies, including those relating to quality, service, sustainability and security. Architecture The creation, iteration, and maintenance of structures such as enterprise and business architectures embodying the key principles, methods and models that describe the organisation's future state, and that enable its evolution. This typically involves the interpretation of business goals and drivers; the translation of business strategy and objectives into an “operating model”; the strategic assessment of current capabilities; the identification of required changes in capabilities; and the description of inter-relationships between people, organisation, service, process, data, information, technology and the external environment. The architecture development process supports the formation of the constraints, standards and guiding principles necessary to define, assure and govern the required evolution; this facilitates change in the organisation's structure, business processes, systems and infrastructure in order to achieve predictable transition to the intended state. Enterprise, Data, Technical, Solution, Business Architecture included Product & Service Lifecycle Management The active management of products or services throughout their lifecycle (inception through to retirement) in order to address market opportunities and customer/user needs and generate the greatest possible value for the business. The adoption and adaptation of product development models based on the context of the work and selecting appropriately from predictive (plan-driven) approaches or adaptive (iterative/agile) approaches. Research & Innovation The systematic creation of new knowledge by data gathering, innovation, experimentation, evaluation and dissemination. The determination of research goals and the method by which the research will be conducted. The active participation in a community of researchers; communicating formally and informally through digital media, conferences, journals, books and seminars. Vendor/Supplier Management The alignment of an organisation's supplier performance objectives and activities with sourcing strategies and plans, balancing costs, efficiencies and service quality. The establishment of working relationships based on collaboration, trust, and open communication in order to encourage co-innovation and service improvement with suppliers. The proactive engagement of suppliers for mutual benefit to resolve operational incidents, problems, poor performance and other sources of conflict. The use of clear escalation paths for discussing and resolving issues. The management of performance and risks across multiple suppliers (internal and external) using a set of agreed metrics. Business Analysis The methodical investigation, analysis, review and documentation of all or part of a business in terms of business goals, objectives, functions and processes, the information used and the data on which the information is based. The definition of requirements for improving processes and systems, reducing their costs, enhancing their sustainability, and the quantification of potential business benefits. The collaborative creation and iteration of viable specifications and acceptance criteria in preparation for the deployment of information and communication systems. The adoption and adaptation of business analysis approaches based on the context of the work and selecting appropriately from predictive (plan-driven) approaches or adaptive (iterative/agile) approaches. Corporate Governance Company Secretary, Legal, Internal Audit, Risk management Customer Relationship Management The systematic identification, analysis, management, monitoring and improvement of stakeholder relationships in order to target and improve mutually beneficial outcomes. Gains commitment to action through consultation and consideration of impacts. Design the relationship management approach to be taken; including roles and responsibilities, governance, policies, processes, and tools, and support mechanisms. Creatively combines formal and informal communication channels in order to achieve the desired result. CRM & Client Contract Management Active listening The ability to fully concentrate on what is being said rather than just passively 'hearing' the message of the speaker. Attention to Detail The ability to ensures information is complete and accurate. Analytical thinking Identifies issues; obtains relevant information, relates and compares data from different sources, and identifies alternative solutions. Continuous Learning The ability to constantly expand one's skill set. Disciplined Showing a controlled form of behaviour or way of working, diligently. Resilience The ability to effectively handle disappointment, rejection and set-backs while still working well and meeting deadlines. Stress Management The ability to keep functioning effectively when under pressure and maintain self control in the adversity. N/A

INITIATION PROJECT - Effectively applies project management principles to Initiate and Plan the project Manage product delivery to ensure successful delivery of the project PROJECT CONTROL - Monitor and Control project activities to ensure successful delivery of the project objectives within budget, scope, time and quality according to plan PROJECT CONTROL-FINANCE - Consolidate, Monitor and control Project costs and revenue to ensure delivery of the Project within budget and profitability guidelines. PROJECT CONTROL-RISK - Monitor and Control project risks and issues PROJECT CLOSURE - Close Project according to company policy.

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