To manage and coordinate Network Group programs and Business Plan Process. Monitor all Network Group projects and coordinate CAPEX projects

Context: 
–    Highly competitive environment with customer focus as a key differentiating factor 
–    Rapidly changing and highly regulated environment 
–    Rapidly changing and developing technology environment
–    Customer demand for alternative technologies, improved performance and cost savings 
–    Shortage of skilled resources, especially to staff projects
–    Project driven environment 
–    High risk and pressurised environment due to organisations’ increasing reliance on IT infrastructure 
–    Compliance to standardisation issues and project management standards and procedures 
–    Stakeholder commitment and buy-in
–    Within the legal, regulatory and commercial environment of South Africa e.g. BEE legislation
–    Aligned to CTO strategy, business plan,  Group practices and standards
–    Compliance to company policy
–    Dynamic nature of national and international trends and practice

Key Performance Areas: Core, essential responsibilities / outputs of the position (KPA’s)
Task Complexity: 
Programme Management
–    Provide input to the program management framework
–    Lead and deliver large cross-functional programs across the network group and the wider MTN organisation
–    Ensure each program meets business rationale and ROI requirements
–    Ensure alignment with network group program management policies and practices
–    Develop and manage program prioritization and prioritization of projects and activities within each program
–    Ensure all project or program interdependencies are identified and factored in to the project plans
–    Identify future risks to the programs and develop and maintain comprehensive risk management for each program
–    Identify and manage potential program delays
–    Develop and maintain scheduling of projects and activities for each program
–    Report on program progress, issues and risks and how these are being addressed
–    Escalate issues which are not resolved by the program team as necessary
–    Coordinate budget planning and financing resources involved in  budget process
–    Manage overall milestones and timeline of budget process
–    Monitor at top level all projects in network group and coordinate OPEX projects
–    Develop effective tools/charts/systems for CTO reporting
–    Adhere to program and project management policies and practices for the network group and ensure these are executed (e.g. MTN project management toolkit)

Co-ordination and Alignment
–    Assist in aligning MTN SA/Group strategy into network group programmes
–    Synchronise and align programmes with Finance, Marketing and CSSO programmes and requirements
–    Coordinate programmes with key budget holders
–    Develop and maintain interfaces with other areas of the MTN business outside of the network group as required for successful programme implementation
–    Facilitate cross-departmental communication within the network group and inter-departmental communication between Network and other departments
–    Coordinate vendors

Financial Management
–    Manage and optimise programme budgets and ensure alignment with MTN SA financial requirements and agreed budgets
–    Identify and eliminate non-contributory expenditure

Technology Competencies 
–    Knowledge of the Telecommunications industry

Project Initiation
–    Provide high-level input into the benefits, costs and available options in a business case
–    Undertake a feasibility study to ensure all options are achievable
–    Create terms of reference which specify the project objectives and scope
–    Articulate and negotiate consensus on a final vision of the core project goals from scoping the requirements of all stakeholders, including the project owner
–    Source suitably skilled and qualified project team members – gather Project owner inputs regarding project team members
Input into the Project Management Methodology for MTN

Project Execution
–    Ensure projects are delivered in line with the Project Management Methodology, project standards, and MTN strategy, in accordance to the business requirements and in conjunction with stakeholders
–    Manage the day-to-day operational aspects of the project process and scope
–    Provide expertise in the process specificities of the delivery of a particular project stream
–    Ensure efficiency and flexibility in the management of resources (people, finances)
–    Oversee the approval process for all project change requests
–    Continuously monitor progress in terms of the status of the project plan. 
–    Resolve issues affecting the project, keeping all stakeholders properly informed
–    Ensure execution of all content related activities – escalate if deliverables are not developed
–    Oversee the construction of all project deliverables
–    Gain acceptance from project owners for each deliverable produced
–    Build and maintain solid relationships with all MTN SA stakeholders
–    Identify, record, analyse and manage potential and actual opportunities, issues and risks, taking corrective action by tackling day-to-day issues head on and reviewing how more serious issues and risks might impact on scope, schedule, quality and cost
–    Manage the process of innovative change
–    Anticipate and manage deviations from the project plan early, and keep all participants and stakeholders informed
–    Revise project plans as appropriate to meet changing needs and requirements
–    Drive best practice, continuous improvement and innovation at process and procedure level
–    Provide input into the project appraisal process, capturing and using relevant lessons learned

Information management / Reporting
–    Collate and provide all relevant project documentation to the Programme Management Office
–    Ensures project documents are complete, current, and stored appropriately
–    Document a project closure report
–    Provide constant status reports and feedback as to project delivery and support deliverables to project owners and other stakeholders
–    Keep the project team well informed of changes within the organization and general corporate news
–    Generate specific project-related reports as required by the business

Project Budget Management
–    Assume ownership of and maintain the project budget. Optimise the budget to ensure delivery of the project remains within the defined budget – for projects managed within CSSO and CMO functions budget management is limited to process related budget (does not include content budget which is managed directly by the business)
–    Analyse project profitability
–     Monitor project costs and determine initiatives to optimize resources
–    Ensure cost effectiveness by maximising cost/benefit ratios
–    Identify areas where money is lost and seek ways to reduce expenditure
–    Manage Customer Satisfaction (internal)
–    Understand customer needs and develop project plans accordingly
–    Ensure customer needs and requirements are satisfied through appropriate systems / processes / procedures
–    Put contingency plans in place to prevent delays and enhance the customer experience
–    Adopt a proactive approach to prevent problems from arising in the future
–    Identify trends / patterns pertaining to customer requests and needs to continually improve all aspects of service delivery

Business Analysis
–    Perform Business Analysis MTN SA Business Analysis in line with the methodology and guidelines
–    Identify ways to fine tune policies, processes and systems in line with changing work practices
–    Determine, document, and review requirements for projects within the scope of the value stream or impacting processes and systems 
–    Design, analyse and document workflow and make appropriate recommendations that will positively impact operational effectiveness
–    Identify Business Improvement and Optimisation opportunities that will result in improvement of process performance 
–    Ensure that benchmarking is conducted with other companies and organizations within and outside the industry. 
–    Construct business cases for initiations proposed by the business. Research and consider best practice, local conditions, trends, as well as competitor activity
–    Identify and implement innovative ways to use minimum resources to achieve maximum outputs

Supervisory / Leadership / Managerial Complexity:  
–    Recruit, develop and retain people with outstanding skills, qualifications and potential;
–    Develop the divisional KPAs and KPIs that will be cascaded down to each area;
–    Evaluate and assess people performance;
–    Train and develop staff to be able to use resources optimally and enhance performance ;
–    Enforce a customer centric approach;
–    Build employee relations and collaborative teamwork ;
–    Manage Employment Equity and diversity;
–    Coach and guide subordinates;
–    Actively manage non-performance;
–    Build professionalism, loyalty and commitment to the organisation;
–    Communicate actively and effectively resolving any potential conflicts that may arise;
–    Have the self insight and flexibility to adapt to different situations;
–    Manage boundaries that separate units in order to optimise workflow; and
–    Live the MTN Brand – change and influence employees behaviour

Lateral Dimensions: These indicate the areas where the individuals could contribute uniquely in addition to the indicated duties, as well as how they could be affected by others or circumstances not necessarily under their control.

Creativities (improvement/innovation inherent)  
–    Create opportunities for the effective utilization of resources for projects.
–    Provide suggestions and recommendations for process improvement within projects.
–    Adaptation of project management practice to a particular project or program.

Vulnerabilities (control span) 
–    Manage companywide priority projects and departmental priorities
–    Market and business pressure to launch priority products.
–    Interdependencies between business units and systems.
–    Evolving project management practice.
–    Evolving and new technologies.

Collaboration:  Refers to formal and informal relationships
Responsibility towards:  who are they and what do they receive from the incumbent.
    Direct reports:     Junior project managers and co-ordinators reporting.
     Matrix reports:     Project team members, project sponsors, project stakeholders, program/ portfolio team members, engineers in terms of project, Network Programme office,

External and internal vendors 
    Key customers:   CTO and all Network Group First Reports, MTN Business units, MTN Network Group departments.
    Key suppliers/partners: External vendors, internal vendors.
    Relations:            Business representatives, technical staff, consulting houses, stakeholders, project sponsors, project owners.

Discretionary Space: The degree to which individuals are allowed to exercise independent thought and judgment.
Independent thought and Judgment: Execution of the Network Group projects and transition of Network Group projects into the Network Group.

Authorities:
–    Supervises a number of service contractors and product vendors 
–    Negotiate MTN resources appropriately within the ambit of the project Management objectives

Minimum Requirements – minimum necessary, and not the ideal / preferred should be included.
Education: Global Education Standards (5)
•    Minimum of 3 year degree/diploma (Engineering, Technology or equivalent with strong emphasis on systems, controls and quality plus having completed either Prince 2 or PMP )
•    Fluent in English

Experience: Global Experience Standards (5)
•    Minimum of 5 years’ experience project management experience, in the Telecommunications or associated  industry; with experience in supervising/managing others
•    Minimum of 2 years business or Network Operational experience preferred 
•    Experience working in a medium to large organization

Training:  
–    Formal project management training – either underway with proof thereof or completed

Competencies
Head – Big Picture Focus (20)
•    Conceptual Thinker  –  Executes tactical plans to achieve strategic requirements
•    Problem Solver  –  Has the mental agility to identify and solve relevant business challenges
•    Improvement  Driver –  Executes and identifies opportunities for commercial innovation and continuous improvement

Heart – Emotionally Intelligent (30)
•    Culture and Change Champion –  Role models ethical practices by living the MTN values and vital behaviours for others to follow
•    Supportive People Manager –  Is self-aware and supports team capability development through opportunity creation for realising potential
•    Relationship Manager  –  Builds professional networks across teams through collaboration and co-operation

Hands – Results Focused (40)
•    Results Achiever –  Produces sustainable business results through ethical practices
•    Operationally Astute – Sets priorities, plans, organizes and co-ordinates the work of others